Global Supply Chain November 2014 issue

12 FUTURE TRENDS

D A T A A N A LY T I C S

Food manufacturers Mastering sustainability

Al Futtaim

Staying ahead of fashion

RAKIA turns 10 ENHANCING THE BUSINESS OF LOGISTICS

RAK’s winning free zone

November 2014 Issue 09

COLLABORATE FOR A

SUSTAINABLE SUPPLY CHAIN Working together to achieve transparency

58 32 16

I N D I A – S TA R O F T H E E A S T

Winner – Air Cargo Industry Customer Care Award, World Cargo Awards 2014 When it comes to our business of cargo, we are committed to taking extra care of your business across the globe. By winning this prestigious award, we are delighted to know our dedication is being recognised by those who matter most, you. Thank you for your vote. etihadcargo.com

THE WORLD IS OUR BUSINESS LET US TAKE CARE OF YOURS

For a greener tomorrow SIGNATURE MEDIA FZ LLE P. O. Box 49784, Dubai, UAE Tel: 04 3978847/3795678 Email: info@signaturemediame.com Exclusive Sales Agent Signature Media LLC P.O. Box 49784, Dubai, UAE Publisher: Jason Verhoven jason@signaturemediame.com Director: Deepak Chandiramani Deepak@signaturemediame.com Managing Editor: Munawar Shariff munawar@signaturemediame.com Art Director: B Raveendran Production Manager: Roy Varghese Roy@signaturemediame.com

Printed by United Printing Press (UPP) – Abu Dhabi Distributed by Tawseel Distribution & Logistics – Dubai

Contributor’s opinions do not necessarily reflect those of the publisher or editor and while every precaution has been taken to ensure that the information contained in this handbook is accurate and timely, no liability is accepted by them for errors or omissions, however caused.

Articles and information contained in this publication are the copyright of Signature Media FZ LLE & SIGNATURE MEDIA LLC and cannot be reproduced in any form without written permission.

Sustainability is a big factor in supply chains around the world. No longer just a vague topic which happens once in a while for the sake of a good impression, sustainable supply chains are the future.

How does the region fare in this aspect? Since this is only just becoming a topic of interest in supply chains around the world, it is still early days regionally too.

In this issue, we have brought together various ideas from international supply chains when it comes to having a greener operation, is collaboration with stakeholders the way forward? It’s a big solution to work together and have transparency all through the chain. That can only happen when all involved work cohesively to create that for the customers. Read all about the implications in our cover feature on Page 22.

Another interesting feature is how international food manufacturers have seamlessly integrated sustainability best practices into their supply chains.

Emulating this model would work for most food chains around the world.

Chep’s Director and Country GM for Middle East and North Africa, Paul Kinsella, takes us through all the possible scenarios in which food safety can be compromised while still in the process of reaching the consumer.

Regional service provider, Al Futtaim Logistics, is rapidly enhancing its infrastructure and services in order to be prepared to handle a large percentage of the fashion business as the region becomes a more prominent industry hub.

Hope you enjoy the magazine. Let me know your thoughts.

Munawar Shariff Managing Editor munawar@signaturemediame.com

NOVEMBER 2014 3

November 2014 Issue 09

ENHANCING THE BUSINESS OF LOGISTICS

22

06 News 10 India – star of the East Focus on the future

16 Food shippers go green Food manufacturers have sustainability down pat

22 Collaboration – key in today’s supply chains

A team effort required to make it a sustainable operation

30 12 Trends shaping logistics’ future

Adapting to new ways of doing business is crucial

32 Staying ahead of fashion Al Futtaim Logistics’ solutions for the fashion industry

36 Towards a sustainable supply chain

Increasingly a unsustainable supply chain is no more an option

42 Analytics drive informed How data analytics can keep companies ahead of the game

48 Food safety in the

30

supply chain

Reducing food wastage before it reaches the consumer

56 Himoinsa Middle East celebrates 10 years

42

The company opens new offices in Dubai

58 RAKIA is 10 Ras Al Khaimah’s winning free zone celebrates its milestone

60 Unwind An informal chat with SAP’s VP, Head of Business Development and Industries, Melvina Tarazi 4 NOVEMBER 2014

58

supply chain decisions

48

We can help your business grow.

When it comes to integrated logistics solutions across the supply chain, you can trust Al-Futtaim Logistics to get your business moving ahead.

• Automotive Logistics • Freight Forwarding & Customs Clearance • Warehousing & Contract Logistics • Corporate Transportation • Goods Transportation & Distribution • Relocations & International Moving

P.O. Box 61450, Dubai, United Arab Emirates. Tel: +971 4 881 8288, Fax: +971 4 881 9157 e-mail: contact@aflogistics.com www.aflogistics.com

Etihad selects SAP as strategic technology partner for business transformation Etihad Airways recently announced the selection of SAP as a strategic technology partner to deploy a range of key software solutions to deliver the latest bestin-class technology to the Etihad Aviation Group.

The airline plans to deploy the enterprise resource planning application SAP ERP together with a range of cloud-based products across its vital business functions, including human resources, finance, procurement and supply management and business intelligence.

At a signing ceremony in New York, President and Chief Executive Officer, Etihad Airways, James Hogan, and Bill McDermott, CEO and member of the Executive Board of SAP SE, said that the partnership was key to helping Etihad Airways sustain and support its growth, while further modernising and scaling up the airline’s business functions.

Mr Hogan said Etihad Airways had experienced strong and sustained growth in its 11-year history. “This strategic partnership with SAP means we can implement the best business technology to grow with confidence and continue

(left to right) President and Chief Executive Officer, Etihad Airways, James Hogan, and CEO and member of the Executive Board of SAP SE, Bill McDermott, at the signing of their strategic partnership

to provide outstanding service to our customers. This is about preparing our business for tomorrow,” said Hogan.

“SAP is proud to support a world-class operation like Etihad Airways,” said McDermott.

“Few industries deal with as much sophistication and complexity as the airline industry. By selecting SAP, Etihad Airways will be able to simplify its core business processes and increase efficiency, flexibility and effectiveness across the organisation with a focus on the customer.

“James Hogan and the Etihad Airways management team have a bold vision for aviation and innovation. This partnership with SAP demonstrates a commitment to innovation in technology. SAP is honoured to be recognised as a strategic technology partner.”

“As part of this commitment to technology innovation Etihad Airways is establishing technology Centres of Excellence in the UAE, Europe and India, bringing world-class solutions and services to the Etihad Aviation Group,” added Hogan, speaking on October 23.

“Today’s announcement shows SAP’s commitment to Etihad Airways and the UAE in our shared goal of connecting east and west via Abu Dhabi’s rapidly growing aviation hub,” said McDermott.

Jafza’s total trade volume with Turkey stands at around US$734m The recently held Jafza roadshow in Turkey generated tremendous interest among Turkish business circles looking to use Jebel Ali Free Zone and Dubai as a trade hub.

The team, led by Ibrahim Mohamed Aljanahi, Deputy CEO of Jafza and Chief Commercial Officer of Economic Zones World included Dr Mohamed Al Banna, VP Commercial Services, Saood Al Khloofi, Head of Middle East and Africa Region,

6 NOVEMBER 2014

and Mania Merrikhi, Project Manager with Jafza’s Marketing and Communications Department.

Aljanahi and his team met Turkish government officials as well as a number of Turkish trade associations, and discussed cooperation and the strengthening of trade relations between Jafza and Turkey. Aljanahi said, “Turkey is a key market for Jafza and we are extremely pleased with the outcome of this latest tour.

“We have seen a lot of interest in Jafza and Dubai among Turkish businesses and based on the talks we have had with the Turkish Ministry of Economy, trade associations and individual businesses, we are looking forward to enhanced trade cooperation, and a good number of companies setting up in Jafza in the near future.

“Jafza’s total trade volume with Turkey stands at around US$734m for

import, export and re-export, and has seen a combined annual growth rate of 22 percent over a 10 year period, from 2004 to 2013,” Al Janahi added.

There are currently more than 90 Turkish companies operating out of Jafza, and the team is looking to enhance the trade ties with Turkey and bring more Turkish companies to Jafza and Dubai, and help them connect with one of the world’s leading Free Zones.

GCC to invest US$121.3b in land, transport infrastructure The GCC has recently committed to investing approximately US$121.3b in improving its land transportation infrastructure. Major road and bridge projects are already underway, or in the planning phase, in a number of the Gulf countries, with the UAE investing heavily in multimodal transportation.

The region is once again experiencing a period of tremendous growth. With an expanding population, a thriving economy, and the UAE and Qatar playing host to two of the largest events globally in the next decade, there is a serious need to improve the capacity and efficiency of the region’s transportation network.

The largest of the regional investment

comes from Saudi Arabia, where in 2013 the government announced a plan to invest US$77b for improvements to roads, bridges and railways. Road infrastructure was the second-largest category within the Kuwaiti infrastructure construction market, with a 32.2 per cent share of the value in 2012.

The total number of vehicles on the road increased from one million in 2012 to 1.7m in 2013, indicating the need for more roads and the category is expected to record a forecast-period CAGR of 4.8 per cent to value US$2.1b in 2017.

In Qatar, road infrastructure was the second-largest category in the infrastructure construction market during the review period and valued one billion US$ in 2012.

It is expected to register a forecast-period CAGR of 2.1 per cent to value US$1.1 b in 2017. Qatar has a traffic congestion problem, requiring the government to invest more in road infrastructure development.

The Road and Transport Authority in the United Arab Emirates have recently announced 35 mega projects to be rolled out by 2020, including the extension of the Red Line of the Dubai Metro, upgrading roads and junctions surrounding and leading to the Expo site and and sourcing 39 additional trains up to 2020 in order to improve passenger services.

In light of this, the 2014 Gulf Traffic Exhibition and Conference, which will take place December 8-10, 2014, at the Dubai International Exhibition Centre, will provide a platform to focus on multimodality within cities, including interconnectivity, mass transit systems integrating with traditional highways, advanced technologies and ways to keep the roads safe.

Gulf Air wins Middle East Football Tournament

The Middle East Football Tournament for Air Traffic Controllers and Pilots (MECAP), organised by the General Civil Aviation Authority (GCAA) in cooperation with Al Ahli Football Club (Al Ahli FC), saw ten teams from various airports and aviation companies in the Middle East

participate at the Al Forsan pitches in Dubai.

Gulf Air of Kingdom of Bahrain won the football cup, followed by Muscat ACC of the Sultanate of Oman with nine points. Dammam APP of the Kingdom of Saudi Arabia came in third place with seven points. The tournament was part

of a strategic initiative to increase cooperation between professionals in the aviation sector in the region.

The event, held in InterContinental Hotel in Dubai Festival City, was attended by H.E. Saif Mohammed Al Suwaidi, Director General of GCAA; Mohammed Al Hamadi, Board

Member of Al Ahli FC; Hassan Karam, Aviation Key Account Director of Serco Middle East, as well as Ahmed Al Jallaf, Assistant Director General Air Navigation Services of GCAA; and Laila Ali Bin Hareb Al Muhairi, Assistant Director General Strategy and International Affairs of GCAA.

NOVEMBER 2014 7

DP World receives first vessel at new terminal DP World has welcomed the first scheduled vessel to call at its new Container Terminal 3 in Jebel Ali, Dubai, as it gears up to serve customers at the state-of-the-art facility.

The ‘APL Phoenix’ was welcomed on October 22 by DP World Chairman, His Excellency Sultan Ahmed Bin Sulayem, Vice Chairman HE Jamal Majid Bin Thaniah, Group CEO Mohammed Sharaf, Senior Vice President and Managing Director, UAE Region, Mohammed Al Muallem, and Prabhu G.K.N., Head of Operations and Network Management, Middle East and Africa Region at APL, and Capt Moses Dogbeda Kodzitse, Master of APL Phoenix, together with senior representatives of other DP World customers.

Once fully operational next year, the world’s most modern container terminal will add a further 4 million TEU (twenty-foot equivalent container units) capacity to the port, taking total handling capacity at Jebel Ali to 19 million TEU. With its 21st century infrastructure and 18 metre draft, Terminal 3 gives Jebel Ali the ability to handle more of the new generation mega vessels and as many as

DP World Chairman HE Sultan Ahmed Bin Sulayem presenting Jebel Ali Plaque to the Capt Moses Dogbeda Kodzitse, Master of APL Phoenix.

10 Ultra Large Container Ships (ULCS) at the same time.

Terminal 3 represents innovation and technology, featuring 19 of the world’s

HE Sultan Ahmed Bin Sulayem ringing the traditional bell.

8 NOVEMBER 2014

largest and most modern quay cranes remotely operated from a sophisticated control room off the quayside, in safety and comfort, largely by Emirati nationals, including females, who will also make up the majority of the 50 Automated Rail Mounted Gantry crane (ARMG) operations team.

HE Sultan Ahmed Bin Sulayem, Chairman, DP World, said, “As the $850 million Terminal 3 comes on line, it will support the growth of Dubai, the UAE and the wider region. Terminal 3 will be the world’s largest semi-automated terminal, providing operational efficiencies for customers, comfortable and safe working conditions for our people and environmental benefits by reducing our carbon footprint. Terminal 3 will be 30 per cent more carbon efficient than a traditional terminal.”

HE Sultan bin Sulayem remarked: “Looking ahead, the connection of Etihad Rail to Jebel Ali Port will add a further dimension to the multi-modal supply chain, seamlessly linking sea, road, rail and air through the Dubai Logistics Corridor, reinforcing Jebel Ali’s role as the premier gateway serving the wider region of two billion people.”

APL Phoenix berthing at Jebel Ali Terminal 3.

Etihad is Employer of the Year Etihad Airways was named ‘Employer of the Year’ at the Middle East HR Excellence Awards 2014, in Dubai.

An independent panel of judges described Etihad Airways as “an employer of choice, whose superior people development strategies have resulted in a productive, engaged and motivated workforce”.

As one of the fastest growing airlines in the world, Etihad Airways has more than 22,000 employees worldwide and prides itself on offering exciting opportunities for personal development and internal progression to its workforce, through a culture of performance, recognition and reward.

Staff at all levels have access to worldclass training facilities, with more than 1,000 employees participating in training at any one time.

A new corporate academy was opened in Abu Dhabi this year to encourage interactive and creating learning, with wireless technology, state-of-the-art audio visual facilities, and practical airline-related environments, such as mock check-in and contact centre desks.

In addition, the academy will provide virtual classrooms that allow employees to attend a wide range of training sessions from any computer in the network.

Etihad Airways’ first international internal management program was also introduced this year, offering high performing potential managers an opportunity to fast track their careers.

The initiative follows the success of the

Etihad Airways collected the ‘Employer of the Year’ award at the Middle East HR Excellence Awards 2014 in Dubai last night.

airline’s highly successful two-to-three year Graduate Management Program for Emiratis, which is underpinned by globally accredited qualifications and integrates classroom education with on-the-job training in the UAE and across the network.

The judging panel of the Middle East HR Excellence Awards 2014 also praised the airline’s commitment to sourcing and developing UAE nationals and its unique range of staff benefits. These include a first-of-its-kind aviation themed work place nursery, an ambulance service for employees, a full-service medical centre, flight benefits, accommodation assistance,

education support, and a discount scheme for leisure facilities in the UAE and across the world.

The airline measures the effectiveness of its commitment through an Employee Opinion Survey, the results of which showed that 93 per cent of staff are proud to work for the airline, with 92 per cent willing to go beyond their normal job requirements in order to help the company succeed.

Etihad Airways was also ranked by LinkedIn as one of the 100 most in-demand places to work in the world, based on billions of interactions from LinkedIn’s more than 313 million members.

Air Arabia launches 11th route in Saudi Arabia to Al Jouf Air Arabia recently announced the launch of non-stop service to Al Jouf, one of the compelling tourist destinations in the Kingdom of Saudi Arabia defined by a diverse natural environment, cultural landmarks and historic sites.

Al Jouf is the 11th destination of Air Arabia in the Kingdom.

Adel Ali, Group Chief Executive Officer of Air Arabia, said: “Saudi Arabia is one of our fastest growing markets led by both

tourism and business travellers, along with the tremendous value-for-money services we provide to our passengers.

Air Arabia currently connects to 10 other destinations in the Kingdom directly. These include: Abha, Dammam, Gassim, Hail, Hofuf, Jeddah, Medinah, Riyadh, Taif and Yanbu. More than 100 weekly non-stop flights of Air Arabia operate to Saudi Arabia from the carriers hubs in Sharjah, Ras Al Khaimah and Alexandria.

NOVEMBER 2014 9

COUNTRY REPORT

star of the East With businesses and trade on the way up, India’s infrastructure supporting road, rail and air transport needs a boost. For now, everything is on track but planning for the future should make sure capacity increases will grow the nation as well. Frost & Sullivan’s Srinath Manda, Programme Manager, Transportation and Logistics Practice, Middle East, North Africa and South Asia shares his findings

I

ndia’s current transportation infrastructure comprises road, rail, coastal and inland water and air transport. Currently, surface-based cargo movement within the country primarily happens through road and rail modes. Almost 95 per cent cargo volume of the non-surface based transportation takes place via the sea mode. Only urgent or valuable or perishable goods are sent by air transport.

10 NOVEMBER 2014

NOVEMBER 2014 11

COUNTRY REPORT

Road transport infrastructure and developments India has the world’s second largest road network with a total length of about 4.7 million kilometres (km) as of 2013. This includes 79,116 km of national highways and expressways, 155,716 km of state highways, and 4,455,010 km of other roads.

Roads carry about 65 per cent of cargo traffic and 80 per cent of the country’s passenger traffic, as of 2014. This is a multiple level growth, compared to the road’s share of 14 per cent and 15 per cent in cargo traffic and passenger traffic respectively in 1950. National Highways constitute only two per cent of length, but share almost 40 per cent of total road traffic.

The primary governing bodies of road infrastructure in the country

12 NOVEMBER 2014

are Ministry of Road Transport and its unit - National Highways Authority of India (NHAI). The current prime focus of the NHAI is the implementation of the National Highways Development Plan (NHDP), which aims to develop a world class highways network in India. As a part of this initiative, the NHAI is responsible for the laying of approximately 50,000 km of highway.

Out of the prime advantages expected to be gained from this

Exhibit 1 Country

India

plan, those that are specific to the logistics business are safer travel, reduced transit time, reduced fuel consumption, and reduced vehicle maintenance costs.

An ambitious project called ‘The Golden Quadrilateral’ connecting the four metro cities (Delhi, Mumbai, Kolkata and Chennai), North-South and East-West corridors through very wide world class highway network is expected to introduce hub and spoke model of logistic networks in India.

Transportation Infrastructure Status, India, 2013

Road Network (Km)

Road Density per Sq Km

Rail Network (Km)

C&IW Network (Km)

Airports (major)

Sea Ports (major)

Pipeline Network (Km)

Marine vessels

4.7 Mil

1.42

64,600

14,500

41

13

35,700 (used only for oil & gas)

340

C&IW – Coastal & Inland Waterways – Source: CIA World Fact Book, Frost & Sullivan analysis

COUNTRY REPORT

Rail transport infrastructure and developments

Exhibit 2

India’s Road Cargo Volume, 2009 – 2013

India has the world’s fourth largest rail network with a total length of about 64,600 km of 2013. The Almost 95 per Indian Railways (IR) network covers over 108,000 km of cent cargo voltrack length (64,600 route km) ume of the non- across 29 states and three union territories. This includes 54,250 surface based km of broad gauge network, transportation 7,200 km of narrow gauge network, and 2,540 km of metre takes place via gauge network.

IR transports over two the sea mode. million tonnes of cargo by more Only urgent than 9,000 trains everyday. It has dedicated freight lines for or valuable or freight movement, particularly perishable goods in certain urban areas and ports.

Seventy per cent of the revenue are sent by air and a large part of profits of transport the IR come from its freight operations, within which bulk traffic accounts for 84 per cent of the revenue.

Railways carry about 30 per cent of cargo traffic and 18 per cent of the country’s passenger traffic as of 2014. However, this is a severe drop compared to rail’s share of about 85 per cent in both cargo traffic and passenger traffic respectively in 1950.

The primary governing body of rail infrastructure is the Ministry of Railways and its unit the IR. Rail freight services in India are provided by the IR, and 16 private container train operators, who are registered at present.

The Indian Railways has embarked on developing an exclusive railway network infrastructure to be used purely for freight (cargo) transportation and these networks are called Dedicated Freight Corridors (DFC). The Dedicated Freight Corridor Corporation of India (DFCCIL), a special purpose vehicle, has been set up under the administrative control of the Ministry of Railways to undertake planning and development, mobilisation of financial resources, Source: World Bank Data, Frost & Sullivan analysis NOVEMBER 2014 13

and construction, maintenance, and operation of the DFCs. DFCs are aimed at easing capacity constraints on the Golden Quadrilateral routes linking the metropolitan regions of New Delhi, Kolkata, Mumbai, and Chennai, which are highly saturated with utilisation as high as 150 percent.

Aligning the DFCs with the Golden Quadrilateral project of roadways is likely to have a remarkable impact on the industry.

In addition, to address the challenge of congested railway networks, the IR introduced double stack container trains in March 2006 on select few corridors, which is expected to be expanded to all major corridors.

Air transport infrastructure developments Leading air ports in India with regard to cargo transportation are New Delhi, Mumbai, Kolkata, Chennai, Bengaluru, and Hyderabad. In addition, there are about 35 nonmetro airports which share a minor load of the country’s air cargo traffic.

As of 2013, there were approximately 34 air cargo service Exhibit 3

providers functioning in India. The main objectives of the aviation sector, as set out in the 11th Five Year Plan, are to provide world class infrastructure facilities and safe, reliable, and affordable air services, so

India’s Rail Cargo Volume, 2009 – 2013

as to encourage growth in passenger and cargo traffic, and air connectivity to remote and inaccessible parts of the country.

The primary governing bodies of air infrastructure in the country are the Ministry of Civil Aviation and its unit the Airports Authority of India (AAI).

Indian domestic air freight is estimated to account for around 0.1 per cent of the total global air cargo.

With the Government raising the FDI limit in cargo airlines, from 49.0 per cent to 74.0 per cent, the market is attracting major overseas participants to expand their Indian networks and capacity. Middle Eastern carriers such as Emirates, Saudi Arabian Airlines, Qatar Airways, and Etihad are particularly prominent in the buildup.

Coastal and inland waterways transport infrastructure and developments

Source: Indian Railways, Frost & Sullivan analysis

14 NOVEMBER 2014

Over the years, the Indian Shipping and Ports Industry has played a crucial role in the transportation sector of the country’s economy.

COUNTRY REPORT

India’s peninsular geography with a coastline of about 7,500 km, dotted with 13 major ports and nearly 190 non-major ports, provides immense potential for the nation’s seaborne trade.

Exhibit 4

Approximately 95 per cent of the country’s trade by volume and 70 per cent by value is moved through maritime transport. Coastal and overseas cargo movement is through ocean-going vessels, while small ships and crafts are used in inland waterways and canals.

Recently, the Government has given high importance to this sector through the National Maritime Development Program (NMDP) and Sethusamudram projects. The Government has also announced the nation’s first maritime agenda in 2011 (Indian Maritime Agenda 20102020). This has brought a noticeable transformation in the Indian shipping and ports sectors.

India has an extensive network of coastal and inland waterways (C&IW) in the form of rivers, canals, backwaters, and creeks, with a total navigable length of 14,500 km. Out of this, about 5,200 km of rivers and 485 km of canals can be used by mechanised vessels. However, freight transport by C&IW is highly underutilised in India compared to other large countries. Coastal shipping, despite being more cost

and energy efficient, is severely underutilised, as it carries only 6.0 percent of India’s domestic cargo.

Transport on inland waterways in India has lost its historic prominence, owing to the development of road and rail infrastructure over time.

The current The primary governing prime focus of bodies of coastal and inland waterways the NHAI is the infrastructure in the implementation country are the Ministry of Shipping and its units, of the National namely, Inland Waterways Authority of India (IWAI) Highways Deand Central Inland Water velopment Plan Transport Corporation (CIWTC). India currently (NHDP), which has five declared National aims to develop Waterway routes in operation, covering a a world class length of nearly 4,400 highways netkilometers and an immediate hinterland of work in India 44 districts spread over 380,000 square kilometers.

These are being managed by IWAI and are being developed further for large scale navigation.

India’s Air Cargo Volume, 2009 – 2013

Source: World Bank, Frost & Sullivan analysis

Outlook At present significant level of new or capacity expansion projects are being planned or executed in each segment of transportation infrastructure in India. The focus is on reducing reliance on road segment within domestic transportation and shift as much share as possible to railways and C&IW segments. Projects such as DFCs within railways and coastal cargo development within the Maritime Agenda are expected to help in achieving this shift.

However, India’s infrastructure development activities in all these alternate segments are happening at a significantly lower than targeted pace, which is causing cargo transportation bottlenecks and hampering the overall efficiency of the transportation industry in the country.

NOVEMBER 2014 15

Food shippers Global improvements to the food supply chain came fast and furious this year. Leading international food companies are serving up improvements in supply chain safety and sustainability, while at the same time lowering costs and meeting ever-increasing demand for the highest levels of service from their customers.

Food and beverage manufacturers are incorporating sustainable practices in myriad ways – from minimising greenhouse gas emissions and choosing packaging materials made of recycled or recyclable materials, to auditing water and energy usage at their facilities and investing in energy-efficient equipment.

Inbound Logistics highlights leading companies in the food value chain that continue to optimise and energise their supply chain sustainability initiatives.

16 NOVEMBER 2014

From PepsiCo to Kelloggs, these food manufacturers and producers have sustainability best practices down pat.

Pepsico PepsiCo is a food and beverage company offering products to more than 200 countries and territories. Net revenue reached more than US$ 65 billion in 2012.

Brands: Aquafina, Aunt Jemima, Cracker Jack, Doritos, Fritos, Gatorade, Lay’s, Life, Mountain Dew, Quaker, Rice-A-Roni, Ruffles, Seattle’s Best Coffee, 7-Up, SoBe, SunChips, Tazo, Tostitos, Tropicana Major product areas: Beverages, bakery, cereal, snacks

Sustainability facts: PepsiCo uses its global supply chain relationships to ensure it works with partners that operate ethically and responsibly. The company pursues continuous packaging and agricultural innovation, and works to improve procurement practices within and beyond the direct material supply chain by leveraging its talent, programmes and policies across the world to all associates involved in purchasing functions and decisions.

FEATURE

Nestle Nestlé S.A. – the parent company of Nestlé USA with headquarters in Vevey, Switzerland - is the world’s largest food company. Sales totaled US$ 94 billion in 2011.

Brands: Buitoni, Carnation, Cat Chow, Coffee-Mate, Häagen-Dazs, Skinny Cow, Fancy Feast, Gerber, Hot Pockets, Jenny Craig, Juicy Juice, Lean Cuisine, Nestea, Perrier, Poland Spring, PowerBar, Purina, Stouffer’s, Taster’s Choice Major product areas: Beverages, baby foods, cereal, confections, frozen foods, ice cream, nutrition products, pet foods, water Sustainability facts: Nestlé optimizes distribution networks and route planning across all operations globally, explores opportunities to promote alternate transport modes and uses telematics and the latest technology on vehicles where practical.

The company is also exploring alternative engines such as electric cars, supporting the development and use of safe and efficient natural refrigerant solutions for commercial applications and implementing energy-saving initiatives in its warehouses.

Kraft foods With annual revenues of more than US$ 18 billion, Kraft products are used in virtually every household in the United States and Canada.

Its 10 brands generate more than US$ 500 million in annual sales and the company employs 23,000 workers in the United States and Canada.

Major product areas: Beverages, cheese, refrigerated meals, grocery, food service Sustainability facts: Kraft’s business uses a steady supply of farm products. Promoting sustainable farming practices can result in quality raw materials, while also helping to protect and improve the environment and the social and economic conditions of local communities.

Kraft is committed to reducing the environmental impact of its activities, and promoting the sustainability of the natural resources it depends on. The company strives to continuously improve its environmental performance and to meet or exceed the requirements of all applicable environmental laws and regulations.

NOVEMBER 2014 17

General Mills As one of the world’s largest food companies, General Mills markets its products in more than 100 countries on six continents. About half its 41,000 employees work outside the United States. In fiscal 2013, global net sales totaled US$17.8 billion.

Brands: Betty Crocker, Bisquick, Cheerios, Chex, Fiber One, Green Giant, Hamburger Helper, Lucky Charms, Nature Valley, Old El Paso, Pillsbury, Progresso, Total, Totino’s, Trix, Wheaties, Yoplait Major product areas: Cereals, refrigerated and prepared foods, dough products, baking products, snacks, yogurt Sustainability facts: Since 2010, General Mills and the World Wildlife Fund have been working together to integrate sustainability into the supply chain, conducting a supply risk analysis of the company’s agricultural sourcing and water risk assessment. In September 2013, General Mills announced a commitment to sustainably source 100 per cent of its 10 priority ingredients by 2020. These ingredients represent 50 per cent of General Mills’ total raw material purchases. The commitment, part of General Mills’ longterm sustainable sourcing strategy, covers a broad range of raw materials.

Coca-Cola Company Coca-Cola Co. is the world’s largest beverage company, with more than 500 brands. Its flagship product, CocaCola, has been served since May 8, 1886. The company distributes 3,500 products globally, has 700,000 system associates worldwide, and reported 2012 net operating revenues of US$48 billion.

Brands: Barq’s, Canada Dry, Dasani, Fanta, Fresca, Fruitopia, Glaceau vitamin water, Hi-C, Minute Maid, Powerade, Schweppes, Seagram’s, Sprite, Tab Major product areas: Beverages

18 NOVEMBER 2014

Mars In 1911, Frank C Mars made the first Mars candies in his Tacoma, Washington, kitchen and established Mars’ first roots as a confectionery company. Today, Mars has net sales of more than US$33 billion, six business segments and 72,000-plus employees worldwide.

Brands: 3 Musketeers, Altoids, Combos, Doublemint, Dove, Extra, Kudos, M&M’s, Milky Way, Orbit, Pedigree, Skittles, Snickers, Starburst, Twix, Uncle Ben’s, Whiskas Major product areas: Pet care, chocolate, gum and confections, food and drinks Sustainability facts: Mars has set the following sustainable supply chain targets - to buy 100 per cent of fish and seafood products from sustainable sources by 2020, increase the level of recycled content in packaging by 10 per cent by 2015; reduce packaging weights by 10 per cent by 2015, from a 2007 baseline, design packaging to be 100 per cent recyclable or recoverable by 2015 where infrastructure exists.

Sustainability facts: In the design of its packages, Coca-Cola strives to use the least amount of natural resources required to protect products and ensure their safe transport to consumers. Since 2011, a systemwide lightweighting programme has resulted in an estimated cost savings of US$180 million. Other sustainability achievements: trimming the weight of the 20-ounce PET plastic bottle by more than 25 per cent, shaving 30 per cent from the weight of the 12-ounce aluminum can, and lightening the eight-ounce glass bottle by more than 50 per cent.

FEATURE

Kellogg Company With 2012 sales of US$14.2 billion, Kellogg’s ranks as the world’s leading cereal company; second-largest producer of cookies, crackers, and snacks; and a leading North American frozen foods company.

Brands: Cheez-It, Corn Flakes, Eggo, Famous Amos, Froot Loops, Keebler, MorningStar Farms, Pop-Tarts, Pringles, Rice Krispies, Special K, Town House Sustainability facts: The company is on track to meet water use and wasteto-landfill goals, while acknowledging it needs to accelerate progress in energy use and greenhouse gas (GHG) emission reductions.

Kellogg’s has set a 2015 goal to reduce water and energy use by 15-20 per cent, reduce GHG emissions by 15-20 per cent and reduce waste-to-landfill by 20 per cent (per metric tonne of food produced, in manufacturing facilities).

Unilever More than two billion consumers worldwide use a Unilever product on any given day.

Its products are sold in more than 190 countries and emerging markets account for 55 per cent of its business. More than 173,000 people work for Unilever worldwide.

Brands: Ben & Jerry’s, Bertolli, Breyers, Country Crock, Good Humour, Hellmann’s, Knorr, Lipton, Magnum, Solero, Promise, Slim-Fast Major product areas: Miscellaneous grocery products, ice cream Sustainability facts: Unilever has reduced the greenhouse gas footprint of its products by about six per cent since 2010. In addition, more than half of its 252 manufacturing sites across the world send no non-hazardous waste to landfill.

The company also has developed a metric for the sustainable sourcing of raw materials, and has made good progress on the sustainable sourcing of its agricultural raw materials. The company plans to increase sustainable sourcing to 50 per cent by 2015 and 100 per cent by 2020.

Hershey company With operations throughout the world, approximately 14,000 employees, and annual revenues of more than US$6.6 billion, Hershey is the largest producer of quality chocolate in North America and a global leader in chocolate and sugar confectionery.

Brands: Almond Joy, Bubble Yum, Cadbury’s Candies, Good & Plenty, Heath Bar, Jolly Rancher, Kisses, Kit Kat, Mounds, Mr. Goodbar, Reese’s, Symphony, Twizzlers, Whoppers, York Major product areas: Confectionery Sustainability facts: In 2011, the Reese’s plant in Hershey, Pa., was classified as a zerowaste-to-landfill facility, meaning that none of its routine manufacturing waste stream went to landfill disposal.

Reese’s recycled more than 91 per cent of the waste it generated from plant operations in 2010. The rest of the waste is sent to an energy incinerator, where it is used as a fuel source. In addition, new solar panels at Hershey’s global flagship retail store generate an estimated 273 megawatt-hours, and eliminate hundreds of metric tonnes of greenhouse gases each year.

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JM Smucker Co. Founded more than 115 years ago, Smucker is a marketer and manufacturer of fruit spreads, retail packaged coffee, peanut butter, shortening and oils, ice cream toppings, sweetened condensed milk, and natural food products in North America.

Brands: Crisco, Dunkin Donuts, Eagle Brand, Folgers, Hungry Jack, Jif, Milestone, Natural Brew, Nature’s Peak, Pet, Pillsbury, R.W. Knudsen Family, Santa Cruz Major product areas: Canned, frozen, and preserved foods; beverages Sustainability facts: Smucker’s identified five areas of focus as part of a long-term sustainability strategy: source reduction, reuse, reclamation, responsible disposal, and renewable energy.

In 2009, an internal task force established three rigorous five-year operational goals, measured on intensitybased performance: reduce GHG emissions by 15 per cent, reduce water usage by 25 per cent and divert 75 per cent of waste from landfill to alternative use.

Chiquita Brands International With annual revenues of more than US$3 billion, Chiquita Brands is a leading marketer and distributor of fresh and value-added food products.

Chiquita employs more than 21,000 people and has operations in nearly 70 countries worldwide.

Brands: Chiquita, Fresh Express Major product areas: Canned, frozen, and preserved foods; beverages Sustainability facts: Chiquita’s innovative biodigester system at its Mundimar facility in Costa Rica is at the forefront of its global sustainability efforts. The system enables Chiquita to harness the full energy potential of discarded fruit materials that previously could not be captured. It provides a sustainable energy source for the facility, and a nutrient-rich fertilizer for local farmers.

The system also filters processing water, which benefits the company, local communities, and the planet.

-www.inboundlogistics.com 20 NOVEMBER 2014

COVER STORY

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COVER STORY

Collaboration key in today’s supply chains Partnerships and working together go a long way when it comes to being transparent about sustainability in one’s supply chain. Chet Chaffee and Ben Wilde, FirstCarbon Solutions provide comprehensive insights into how collaboration is the way forward

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here is only so much that a single organisation is going to be able to achieve to improve the impact it has on the environment or society, without collaborating with the wider w ider aspects of its supply chain.

Historically, supply chain management used to be about getting the right product to the right customer at the right time. However, today it’s all about delivering on that promise with the right information. This includes data about where a product’s materials come from, how it’s made and how it’s delivered. By sharing this information, retailers enable customers to recognise which products are more environmentally friendly or socially conscious.

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The companies with the most transparent supply chains tend to win in this highly competitive market, driving a sustainable shift in how supply chains are managed.

This emerging trend makes it increasingly challenging for companies to manage issues individually, thus driving the industry towards collaboration.

Today, retailers, nonprofits and government agencies alike realise the challenges inherent in integrating sustainability into company operations and supply chains, so they are starting to work in partnership with each other to

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make positive changes that can benefit all groups involved.

The idea of collaborating may be perceived by many corporate executives as a massive challenge. At the same time, pressure from customers continues to be a major driver for the industry, especially as consumers are able to access more product information through the internet and social media. With this 24/7 access, scrutiny can grow, as well as the possibility of negative publicity. As a result, it is critical for companies to truly understand their supply chain, and work towards collaboration.

The ‘comply or you die’ ethic is still an overarching issue and very common in what many brands or retailers will refer to as supply chain sustainability. This refers to the common consequence of corporate buyers terminating trading relationships when certain standards or corrective action plans are not fulfilled.

Successful sustainable supply chains are generally collaborative ones, wherein both parties in a trading relationship work towards shared values and collaborative solutions. For example, a number of British

COVER STORY

Take environmental, social sustainability in equal measure It is important to define and consider what supply chain sustainability means.

Companies should recognise that this is about managing their impact on both the natural and social environment in which they operate.

Indexes and reporting frameworks that are dedicated to supply chain sustainability are continuously being developed and, increasingly, combine both social and environmental issues within integrated frameworks.

Specific, niche reporting and management frameworks, such as the Carbon Disclosure Project (CDP), an independent non-profit organisation that provides a transformative global system for organizations to measure, disclose, manage and share climate change information and the Ethical Trading Initiative, continue to provide the necessary depth to reporting and auditing.

Nevertheless, these issues were traditionally dealt with as separate business functions; increasingly, these are managed as integrated processes.

Why supply chain sustainability Is so important

clothing retailers have been utilising this approach, moving away from traditional ethical audit programs to employing dedicated teams that permanently develop and manage supplier outreach and collaboration programmes.

More and more organizations are embarking on collaborative sustainability initiatives to reduce the carbon footprint and energy consumption of their supply chain infrastructure. Suppliers that are able to easily respond to their customers’ need for this information are becoming suppliers of choice.

In recent years, there have been several significant trends occurring globally that, when combined, are fundamentally impacting supply chain risks: the rapid changes and redistribution of labour rates throughout Asia-Pacific; substantial, global environmental concerns; the lack of supply availability; and, the increasing momentum of green, ethical consumerism.

The need for businesses to work with their supply chains to mitigate these risks and combined effects (which are often greater in their supply chains than the businesses’ direct activities), has become a principal issue.

The way retailers are engaging suppliers is also becoming more important. Historically, retailers did not consider themselves responsible for the actions of their supply chain partners.

It was not until 1996, when human rights group, the National Labour Committee, reported that sweatshop labour was being

used to make clothes for the Kathie Lee line, sold at Walmart, the debate about responsibility into the supply chain appeared in the global spotlight.

With today’s customers, shareholders and other stakeholders now demanding carbon-reporting transparency, businesses need to actively examine the green credentials of their existing and potential suppliers. Consumers want to know a company is doing the right thing, and companies want to know their suppliers are doing the right thing.

Customers increasingly recognise the value of supply chain service and quality and are less likely today to select products and services based only on price. For example, companies like Procter & Gamble and Apple increasingly outperform others in

SCM used to be about getting the right product to the right customer at the right time.

However, today it’s all about delivering on that promise with the right information.

This includes data about where a product’s materials come from, how it’s made and how it’s delivered supply chain excellence. It is now becoming standard that not only companies but rather, whole supply chains, are in competition.

Industry collaboration will eventually become the standard The industry is already starting to come together to address social and environmental issues, such as human rights and managing product lifecycle impacts.

Working with nonprofits and government entities to improve labor conditions in supplier companies, especially in developing countries, has been an industry priority for many years.

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COVER STORY

Improvements to working conditions and operational efficiency which will often, in turn, become a driver for higher quality and more reliable products and services.

How technology can help with sustainable SCM

For example, individual companies have teamed up with nonprofits and government organisations, and programs for the prevention of human trafficking to assess supply chain issues and develop ways to address social and environmental challenges.

Collaborative groups now bring the business, government and nonprofit sectors together to share their expertise and resources. With this approach, both parties have the opportunity to develop and share supply chain goals, align common priorities and track progress. Partnership models between companies and nonprofit organisations will continue to evolve, as nonprofits increasingly seek to partner with businesses to develop on shared solutions.

ongoing process for suppliers and retailers engaging with one another, sharing sustainability data and working towards shared goals.

The second reason is one of continuous improvement. Accepting that continuous improvement is sometimes an overused term, it is nevertheless an important one in this context, provided that the improvement aspects are also considered against minimum or a basic set of standards that are agreed between the buyer and the supplier from the start. Good, sustainable supplychain management should not be confused with one-off supplier audits.

Sustainable SCM is a continuous process

Organisations focusing collaborative efforts in social and environmental sustainability show major competitive advantages, particularly with regard to operational efficiency. Because sustainability will often go hand-in-hand with resource efficiency, reduced costs, increased profitability and increased shareholder value, this will naturally occur as a by-product and lead to the following benefits: Risks are generally better planned for and anticipated, such as supply risk and potential for increased production costs.

Innovative processes, product research and development emerge.

Whether executives are considering social or environmental issues, there are two reasons that the process of managing the impacts and working with suppliers should be a continuous one. The first reason is due to the reality that many buyers will experience high rates of supplier turnover.

For example, in the fashion and apparel industry, it is not uncommon for large retailers to experience 35-percent to 40percent annual supplier turnover. The speed at which these new trading relationships form means there has to be an efficient,

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Sustainable supply chains are profitable ones

In order to have sustainable improvement in supply chain performance, a business must have the right balance of investments in people, processes and technology. Lack of investment, collaboration and focus in any one of these areas will reduce a company’s ability to achieve fundamental, sustainable improvement.

As supply chain networks have become more complex, the need for greater and improved supply chain technology solutions is critical. These technologies have helped retailers and suppliers innovate, drive cost reductions, improve service and meet customer expectations better than ever before.

By utilising the latest in lifecycle assessment services, network design, optimization and planning systems which incorporate environmental footprint considerations, executives can integrate environmental practices within their supply chain, while at the same time provide consumers with a transparent view of their entire supply chain.

These solutions ensure that companies have very precise and granular data right at their fingertips on a product-by-product, process-by-process basis; from raw materials to the loading dock to the retailers’ doors.

The sustainable supply chain landscape is quickly changing and organisations that do not hop on board, risk being left behind.

Worse, executives may miss the opportunity to create long-lasting partnerships and new value for their business.

Corporate leaders who effectively position themselves to take advantage of collaborating with the wider aspects of their supply chain will uncover many untapped opportunities. As a result, they eventually learn how to strike the right balance as they optimise their supply chain operations, collaborate with suppliers, and eventually reduce their supply chain’s environmental footprint.

-www.supplychainbrain.com

COVER STORY

Five smart supply chain trends for sustainable business From centralising information to using predictive software, companies use different techniques for adaptable supply chains says James Cooke, Guardian Professional, www.theguardian.com/sustainable-business

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s businesses seek ways to prosper in the global economy, more should look to build supply chains that are protean – those capable of rapid adaptation to changing market conditions.

Supply chains represent the lifeblood of most companies; parts or ingredients are sourced from suppliers, they are then manufactured or assembled in to products and finally these goods must be delivered to customers.

There are several on-going developments feeding into the growth of protean supply chains. Here are five of the most important.

Although a customer segmentation exercise can be costly and timeconsuming, it does give a company the ability to match supply chain processes and service levels to discreet customers.

Smart companies segment their lines of business to align their production, inventory holdings and distribution to provide appropriate discrete levels of service at reasonable costs.

One company that’s done this successfully is Dell. When it entered the retail market, Dell readjusted its supply chain for its different business segments.

Demand-driven In the past companies relied on forecasts based on historical sales to predict what to make and ship to customers. But past sales are horrible at predicting the future, especially in a volatile global economy.

Companies are switching to use so-called ‘demand signals’ as the basis for production and replenishment planning. The most commonly used demand-signal is a product bar code. When a retail clerk scans a bar code at the cash register, that signal about a purchase can then be fed into special software that recalibrates manufacturing and replenishment requirements.

Personal-care products giant KimberlyClarke is one of many consumer goods manufacturers using special software to generate shipment forecasts based on point-of-sale data received from retailers. As a result, Kimberly-Clarke has been able to reduce its overall finished-goods inventory while improving service to retailers.

Centralise supply chain information In order to respond swiftly to market events and be able to change operations at a moment’s notice, a company has to have an end-to-end view of what’s taking place in its supply chain at the item level. It has to know what parts suppliers have on hand, and the whereabouts of both parts and finished products in the pipeline.

That’s why many companies have set up command centres or control towers to centralise information from their supply chain partners in one location. Not only do these towers provide enhanced visibility, many are equipped with software to help companies make rapid adjustments.

For example, in 2011 when the floods in Thailand affected the operations of many electronic suppliers in the country, instrument maker Agilent Technologies used simulation software in its control tower to model the impact of parts shortages and then find alternative sources for needed parts or redesign products using available parts on hand.

Customer segmentation All customers are not the same. Individual customers have unique demands and some generate more revenue or profits to the business than others.

Supply chain analytics To determine the right supply chain response to changing market conditions, companies are deploying special analytical

software to gain operational insights that enable action.

Today’s analytical software is no longer merely descriptive, detailing current performance of operations. It can also be prescriptive, offering solutions to problems, or predictive, anticipating future events and responses to those events.

Because the weather influences consumer spending (people buy more coleslaw on hot days, for example), one leader in this area, supermarket chain Tesco, feeds meteorological forecasts into special software to anticipate future consumer-buying needs and then works with its suppliers to have those items on the store shelves.

The ‘omnichannel’ challenge As more consumers shop online and expect home delivery, retailers find themselves having to support supply chains for both physical and virtual stores. When e-commerce first began, many retailers set up separate distribution centers, dedicated to either online orders or physical stores.

Lately, many retailers have sought to create a ‘common pool of inventory’ such that no matter where the product is held, be it in a store or a warehouse, it can be used to fulfill online shopping requests.

Picking online orders from stores has proven demanding as store employees must multi-task, switching back and forth from customer service to order picking.

In addition, unlike distribution centers, most stores simply don’t have the granular level of visibility as to what items are available on the shelf. One UK retailer, John Lewis, is taking an innovative approach to the omnichannel challenge by developing hybrid distribution centers designed to fill individual orders for both retail stores and online sales.

Along with advances in software, new manufacturing technology involving 3D printing and robots will make it even easier for companies to undertake rapid restructuring of their supply chains in the future. To win in the marketplace companies of tomorrow will have little choice but to create protean supply chains.

-James Cooke is the editor of CSCMP’s Supply Chain Quarterly and the author of the new book: Protean supply chains: Ten dynamics of supply and demand alignment.

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‫ﺍﻟﺷﺭﻛﺎﺕ ﺫﺍﺕ ﺳﻼﺳﻝ ﺍﻟﺗﻭﺭﻳﺩ ﺍﻷﻛﺛﺭ ﺷﻔﺎﻓﻳﺔ‬ ‫ﻭﻭﺿﻭﺣﺎ ﺗﻣﻳﻝ ﺇﻟﻰ ﺍﻟﻔﻭﺯ ﻓﻲ ﻫﺫﻩ ﺍﻟﺳﻭﻕ‬ ‫ﺍﻟﺗﻧﺎﻓﺳﻳﺔ ﻟﻠﻐﺎﻳﺔ‪ ،‬ﺍﻷﻣﺭ ﺍﻟﺫﻱ ﻳﻘﻭﺩ ﺗﺣﻭﻻ‬ ‫ﻣﺳﺗﻣﺭﺍ ﻓﻲ ﻛﻳﻔﻳﺔ ﺇﺩﺍﺭﺓ ﺳﻼﺳﻝ ﺍﻟﺗﻭﺭﻳﺩ‪ .‬ﻫﺫﺍ‬ ‫ﺍﻻﺗﺟﺎﻩ ﺍﻟﻧﺎﺷﺊ ﻓﻲ ﺍﻟﺻﻧﺎﻋﺔ ﻳﺟﻌﻝ ﺗﻭﻓﻳﺭ ﻫﺫﻩ‬ ‫ﺍﻟﻣﻌﻠﻭﻣﺎﺕ ﻋﻠﻰ ﻣﺳﺗﻭﻯ ﻓﺭﺩﻱ ﺃﻛﺛﺭ ﺻﻌﻭﺑﺔ‬ ‫ﻋﻠﻰ ﻧﺣﻭ ﻣﺗﺯﺍﻳﺩ ﺑﺎﻟﻧﺳﺑﺔ ﻟﻠﺷﺭﻛﺎﺕ‪ ،‬ﻭﺑﺎﻟﺗﺎﻟﻲ‬ ‫ﻳﻘﻭﺩ ﻫﺫﻩ ﺍﻟﺻﻧﺎﻋﺔ ﻧﺣﻭ ﺍﻟﺗﻌﺎﻭﻥ ﻣﻌﺎ ﻟﺗﻭﻓﻳﺭ‬ ‫ﻫﺫﻩ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ‪.‬‬

‫ﻓﻲ ﺍﻟﺣﺳﺑﺎﻥ ﻋﻠﻰ ﻗﺩﻡ ﺍﻟﻣﺳﺎﻭﺍﺓ‪ ،‬ﺳﻧﺟﺩ ﺃﻧﻪ ﻣﻥ‬ ‫ﺍﻟﻣﻬﻡ ﺗﺣﺩﻳﺩ ﻣﻔﻬﻭﻡ ’ﺍﺳﺗﺩﺍﻣﺔ ﺳﻠﺳﻠﺔ ﺍﻟﺗﻭﺭﻳﺩ‘‬ ‫ﻭﺍﻟﻧﻅﺭ ﻓﻳﻪ ﺑﺗﻣﻌﻥ‪ .‬ﻳﺟﺏ ﻋﻠﻰ ﺍﻟﺷﺭﻛﺎﺕ ﻓﻬﻡ‬ ‫ﺣﻘﻳﻘﺔ ﺍﺳﺗﺩﺍﻣﺔ ﺳﻠﺳﻠﺔ ﺍﻟﺗﻭﺭﻳﺩ ﻭﻛﻳﻑ ﺃﻧﻬﺎ‬ ‫ﺗﻌﺗﻣﺩ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺗﺄﺛﻳﺭﻫﺎ ﻋﻠﻰ ﻛﻝ ﻣﻥ ﺍﻟﺑﻳﺋﺔ‬ ‫ﺍﻟﻁﺑﻳﻌﻳﺔ ﻭﺍﻻﺟﺗﻣﺎﻋﻳﺔ ﺍﻟﺗﻲ ﺗﻌﻣﻝ ﻓﻳﻬﺎ ﻫﺫﻩ‬ ‫ﺍﻟﺷﺭﻛﺎﺕ‪.‬‬

‫ﻻ ﻳﺗﻭﻗﻑ ﺍﻟﻌﻣﻝ ﻋﻠﻰ ﺗﻁﻭﻳﺭ ﺍﻟﻣﺅﺷﺭﺍﺕ‬ ‫ﻭﺍﻟﺗﻘﺎﺭﻳﺭ ﺍﻟﻣﺧﺻﺻﺔ ﻟﺗﻭﻓﻳﺭ ﺍﻻﺳﺗﺩﺍﻣﺔ ﻓﻲ‬ ‫ﺍﻟﻳﻭﻡ‪ ،‬ﻳﺩﺭﻙ ﺟﻳﺩﺍ ﺗﺟﺎﺭ ﺍﻟﺗﺟﺯﺋﺔ‪ ،‬ﻭﺍﻟﻣﻧﻅﻣﺎﺕ‬ ‫ﺳﻼﺳﻝ ﺍﻹﻣﺩﺍﺩ‪ ،‬ﻭﻛﺫﻟﻙ ﻟﻠﺟﻣﻊ ﺑﻳﻥ ﻛﻝ ﻣﻥ‬ ‫ﻏﻳﺭ ﺍﻟﺭﺑﺣﻳﺔ‪ ،‬ﻭﺍﻟﻭﻛﺎﻻﺕ ﺍﻟﺣﻛﻭﻣﻳﺔ‪ ،‬ﺍﻟﺗﺣﺩﻳﺎﺕ‬ ‫ﺍﻟﻣﻭﺍﺿﻳﻊ ﺍﻻﺟﺗﻣﺎﻋﻳﺔ ﻭﺍﻟﺑﻳﺋﻳﺔ ﻓﻲ ﺃﻁﺭ‬ ‫ﺍﻟﻛﺎﻣﻧﺔ ﻓﻲ ﺩﻣﺞ ﺍﻻﺳﺗﺩﺍﻣﺔ ﻓﻲ ﻋﻣﻠﻳﺎﺕ ﺃﻱ‬ ‫ﻣﺗﻛﺎﻣﻠﺔ ﺗﺣﻘﻕ ﻫﺫﺍ ﺍﻟﻬﺩﻑ ﺍﻟﻣﻧﺷﻭﺩ‪ .‬ﻣﻥ ﺃﻣﺛﻠﺔ‬ ‫ﺷﺭﻛﺔ ﻭﻓﻲ ﺳﻼﺳﻝ ﺍﻟﺗﻭﺭﻳﺩ‪ ،‬ﻭﻟﺫﻟﻙ ﺑﺩﺃﺕ‬ ‫ﻫﺫﻩ ﺍﻟﺗﻘﺎﺭﻳﺭ ﺍﻟﻣﺧﺻﺻﺔ ﻭﺁﻟﻳﺎﺕ ﺍﻹﺩﺍﺭﺓ‪:‬‬ ‫ﺑﺎﻟﻌﻣﻝ ﻣﻊ ﺑﻌﺿﻬﻡ ﺍﻟﺑﻌﺽ ﻓﻲ ﺷﺭﺍﻛﺔ ﻹﺩﺧﺎﻝ‬ ‫‪ ،‬ﻭﻫﻲ )‪(CDP‬ﻣﺷﺭﻭﻉ ﺍﻟﻛﺷﻑ ﻋﻥ ﺍﻟﻛﺭﺑﻭﻥ‬ ‫ﺗﻐﻳﻳﺭﺍﺕ ﺇﻳﺟﺎﺑﻳﺔ ﻭﺍﻟﺗﻲ ﻣﻥ ﺷﺄﻧﻬﺎ ﺃﻥ ﺗﻔﻳﺩ‬ ‫ﻣﻧﻅﻣﺔ ﻣﺳﺗﻘﻠﺔ ﻏﻳﺭ ﺭﺑﺣﻳﺔ ﺗﻭﻓﺭ ﻧﻅﺎﻣﺎ ﻋﺎﻟﻣﻳﺎ‬ ‫ﺟﻣﻳﻊ ﺍﻟﻔﺋﺎﺕ ﺍﻟﻣﻌﻧﻳﺔ‪.‬‬ ‫ﻟﻠﻣﻧﻅﻣﺎﺕ ﻏﺭﺿﻪ ﻗﻳﺎﺱ ﻭﺍﻟﻛﺷﻑ ﻋﻥ ﻭﺇﺩﺍﺭﺓ‬ ‫ﻭﺗﺑﺎﺩﻝ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ ﺣﻭﻝ ﺗﻐﻳﺭ ﺍﻟﻣﻧﺎﺥ‬ ‫ﻳﺭﻯ ﺍﻟﻌﺩﻳﺩ ﻣﻥ ﺍﻟﻣﺳﺅﻭﻟﻳﻥ ﺍﻟﺗﻧﻔﻳﺫﻳﻳﻥ ﻓﻲ‬ ‫‪ (ETI) ،‬ﻭﻣﺑﺎﺩﺭﺍﺕ ﺍﻟﺗﺟﺎﺭﺓ ﺍﻷﺧﻼﻗﻳﺔ‬ ‫ﻣﺧﺗﻠﻑ ﺍﻟﺷﺭﻛﺎﺕ ﻓﻛﺭﺓ ﺍﻟﺗﻌﺎﻭﻥ ﺍﻟﻣﺷﺗﺭﻙ ﻋﻠﻰ‬ ‫ﻭﻣﻭﺍﺻﻠﺔ ﺗﻭﻓﻳﺭ ﺍﻟﻌﻣﻕ ﺍﻟﻣﻌﻠﻭﻣﺎﺗﻲ ﺍﻟﻼﺯﻡ‬ ‫ﺃﻧﻬﺎ ﺑﻣﺛﺎﺑﺔ ﺍﻟﺗﺣﺩﻱ ﺍﻟﻛﺑﻳﺭ‪ .‬ﺇﻻ ﺃﻧﻪ ﻓﻲ ﺫﺍﺕ‬ ‫ﻹﻋﺩﺍﺩ ﻣﺛﻝ ﻫﺫﻩ ﺍﻟﺗﻘﺎﺭﻳﺭ ﻭﻟﻠﺗﺩﻗﻳﻕ‪ .‬ﻓﻲ‬ ‫ﺍﻟﻭﻗﺕ ﻧﺟﺩ ﺍﻟﻌﻣﻼء ﻣﺳﺗﻣﺭﻳﻥ ﻓﻲ ﻁﻠﺏ ﻣﺛﻝ‬ ‫ﺍﻟﺳﺎﺑﻕ‪ ،‬ﻛﺎﻥ ﻳﺗﻡ ﺍﻟﺗﻌﺎﻣﻝ ﻣﻊ ﻫﺫﻩ ﺍﻟﻘﺿﺎﻳﺎ ﻋﻠﻰ‬ ‫ﻫﺫﺍ ﺍﻟﺗﻌﺎﻭﻥ‪ ،‬ﻣﻣﺎ ﻳﺟﻌﻠﻪ ﺍﻟﻣﺣﺭﻙ ﺍﻟﺭﺋﻳﺳﻲ‬ ‫ﺃﻧﻬﺎ ﻭﻅﺎﺋﻑ ﻣﻧﻔﺻﻠﺔ‪ ،‬ﺇﻻ ﺃﻧﻪ ﺍﻵﻥ‪ ،‬ﻭﻋﻠﻰ ﻧﺣﻭ‬ ‫ﺑﺷﻛﻝ‬ ‫ﻳﺳﻳﺭﺍﻥ ﻣﻌﺎ‬ ‫ﺍﻟﺗﻌﺎﻭﻧﻲ‬ ‫ﻟﻬﺫﻩﻭﺍﻟﻌﻣﻝ‬ ‫ﺍﻟﺷﺭﺍﻛﺎﺕ‬ ‫ﺍﻟﻣﺳﺗﻬﻠﻛﻳﻥ‬ ‫ﺧﺎﺻﺔ ﻭﺃﻥ‬ ‫ﺍﻟﺻﻧﺎﻋﺔ‪،‬‬ ‫ﻣﺗﺯﺍﻳﺩ‪ ،‬ﺑﺩﺃﺕ ﺇﺩﺍﺭﺓ ﻫﺫﻩ ﺍﻟﻌﻣﻠﻳﺎﺕ ﺑﺷﻛﻝ‬ ‫ﺍﻟﻭﺻﻭﻝﺍﻷﻣﺭ‬ ‫ﻋﻧﺩﻣﺎ ﻳﺗﻌﻠﻕ‬ ‫ﺍﻟﺷﺭﺍﻛﺎﺕ ﻭﺍﻟﻌﻣﻝ ﺍﻟﺗﻌﺎﻭﻧﻲ ﻳﺳﻳﺭﺍﻥ ﻣﻌﺎ ﺑﺷﻛﻝﻭﺛﻳﻕ‪ ،‬ﺧﺎﺻﺔ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ ﺍﻟﻣﺳﺗﺩﺍﻣﺔ ﺍﻟﻧﺎﺟﺣﺔ ﻫﻲ ﻋﺎﺩﺓ‬ ‫ﺑﺷﻔﺎﻓﻳﺔﺍﻟﻣﻌﻠﻭﻣﺎﺕ‬ ‫ﻟﻠﻣﺯﻳﺩ ﻣﻥ‬ ‫ﻗﺎﺩﺭﻳﻥ ﻋﻠﻰ‬ ‫ﺳﻼﺳﻝﻣﺗﻛﺎﻣﻝ‪.‬‬ ‫ﺑﻥ ﻭﺍﻳﻠﺩ‬ ‫ﺍﻟﺧﺑﻳﺭ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‪.‬‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‬ ‫ﺳﻠﺳﻠﺔ‬ ‫ﻋﻥ ﻓﻲ‬ ‫ﺍﻻﺳﺗﺩﺍﻣﺔ‬ ‫ﺍﻟﻧﺎﺟﺣﺔ ﻫﻲ ﻋﺎﺩﺓ ﺗﻠﻙ ﺍﻟﺗﻌﺎﻭﻧﻳﺔ‪ ،‬ﺣﻳﺙ ﻳﺷﺗﺭﻙ ﻛﻼ ﺍﻟﻁﺭﻓﻳﻥ ﻓﻲ‬ ‫ﻭﺛﻳﻕ‪ ،‬ﺧﺎﺻﺔ ﻋﻧﺩﻣﺎ ﻳﺗﻌﻠﻕ ﺍﻷﻣﺭ ﺑﺷﻔﺎﻓﻳﺔ‬ ‫ﺍﻟﻣﺳﺗﺩﺍﻣﺔ‬ ‫ﺍﻹﻧﺗﺭﻧﺕ‬ ‫ﺧﻼﻝ ﺷﺑﻛﺔ‬ ‫ﺳﻼﺳﻝﻣﻥ‬ ‫ﺃﻱ ﻣﻧﺗﺞ‬ ‫ﻳﺷﺗﺭﻙﻟﻧﺎ‬ ‫ﺍﻻﺟﺗﻣﺎﻋﻳﺔ‪.‬ﻳﻘﺩﻡ‬ ‫ﺣﻳﺙ‘‬ ‫ﺍﻟﺗﻌﺎﻭﻧﻳﺔ‪،‬ﻛﺭﺑﻭﻥ‬ ‫ﻓﻳﺭﺳﺕ‬ ‫ﺣﻠﻭﻝ‬ ‫ﺍﻻﺳﺗﺩﺍﻣﺔ ﻓﻲ ﺳﻠﺳﻠﺔ ﺍﻟﺗﻭﺭﻳﺩ‪ .‬ﺍﻟﺧﺑﻳﺭ ﺑﻥ ﻭﺍﻳﻠﺩ ﻣﻥ ﺷﺭﻛﺔ ’‬ ‫ﺍﻟﻁﺭﻓﻳﻥ ﻓﻲ ﻋﻼﻗﺔ ﻋﻣﻝ ﺗﺟﺎﺭﻱ ﺗﻌﻣﻝ ﻋﻠﻰ ﺗﺣﻘﻳﻕ‬ ‫ﻭﻭﺳﺎﺋﻝﺗﻠﻙ‬ ‫ﻛﻼﻫﺫﺍ‬ ‫ﻅﻝ‬ ‫ﻓﻲ‬ ‫ﺍﻹﻋﻼﻡ‬ ‫ﻟﻠﻣﻌﻠﻭﻣﺎﺕﺃﻥ‬ ‫ﻛﻳﻑ‬ ‫ﺗﻭﺿﺢ‬ ‫ﻭﺍﻟﺗﻲ‬ ‫ﻣﻥ ﺷﺭﻛﺔ ’ﺣﻠﻭﻝ ﻓﻳﺭﺳﺕ ﻛﺭﺑﻭﻥ‘ ﻳﻘﺩﻡ ﻟﻧﺎ ﺭﺅﻳﺗﻪ ﺍﻟﺷﺎﻣﻠﺔ‬ ‫ﺍﻷﻫﺩﺍﻑ ﺍﻟﻣﺷﺗﺭﻛﺔ ﻭﺗﻧﻔﻳﺫ ﺍﻟﺣﻠﻭﻝ ﺍﻟﺗﻌﺎﻭﻧﻳﺔ‪.‬‬ ‫ﺗﺣﻘﻳﻕ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻌﻣﻝ‬ ‫ﺗﺟﺎﺭﻱ‬ ‫ﻋﻣﻝ‬ ‫ﻋﻼﻗﺔ‬ ‫ﺍﻟﺗﻌﺎﻭﻥﻋﻠﻰ‬ ‫ﻭﺍﻟﻣﺗﺎﺡ‬ ‫ﺍﻟﻔﻭﺭﻱ‬ ‫ﺍﻟﻭﺻﻭﻝ‬ ‫ﻗﺩﻣﺎ‪.‬‬ ‫ﻟﻠﻣﺿﻲ‬ ‫ﺍﻷﻣﺛﻝ‬ ‫ﺍﻟﻁﺭﻳﻕ‬ ‫ﺭﺅﻳﺗﻪ ﺍﻟﺷﺎﻣﻠﺔ ﻭﺍﻟﺗﻲ ﺗﻭﺿﺢ ﻛﻳﻑ ﺃﻥ ﺍﻟﺗﻌﺎﻭﻥ ﺍﻟﻣﺷﺗﺭﻙ ﻫﻭ‬ ‫ﺍﻟﺣﻠﻭﻝﺃﻱﺍﻟﺗﻌﺎﻭﻧﻳﺔ‪ .‬ﻋﻠﻰ ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ‪ ،‬ﺍﺳﺗﺧﺩﻡ ﻋﺩﺩ ﻣﻥ ﺗﺟﺎﺭ‬ ‫ﻭﺗﻧﻔﻳﺫ‬ ‫ﺍﻟﻣﺷﺗﺭﻛﺔ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺗﺩﻗﻳﻕ‬ ‫ﺍﻟﺳﻬﻝ‬ ‫ﺍﻷﻫﺩﺍﻑﻣﻥ‬ ‫ﺍﻟﺩﻭﺍﻡ‪ ،‬ﻳﺻﺑﺢ‬ ‫ﺍﻟﺗﺟﺯﺋﺔ ﻭﺍﻟﻣﻼﺑﺱ ﺍﻟﺑﺭﻳﻁﺎﻧﻳﺔ ﻫﺫﺍ ﺍﻟﻧﻬﺞ‬ ‫ﺍﻟﻣﺷﺗﺭﻙ ﻫﻭ ﺍﻟﻁﺭﻳﻕ ﺍﻷﻣﺛﻝ ﻟﻠﻣﺿﻲ ﻗﺩﻣﺎ‪.‬‬ ‫ﺗﺟﺎﺭ‬ ‫ﺇﻣﻛﺎﻧﻳﺔ ﻣﻥ‬ ‫ﺍﺳﺗﺧﺩﻡ ﻋﺩﺩ‬ ‫ﺍﻟﻣﺛﺎﻝ‪،‬‬ ‫ﻟﻠﺗﺄﻛﺩﺳﺑﻳﻝ‬ ‫ﻣﻌﻠﻭﻣﺔﻋﻠﻰ‬ ‫ﺍﻟﻭﻗﻭﻉ‬ ‫ﻓﺿﻼ ﻋﻥ‬ ‫ﻣﻧﻬﺎ‪،‬‬ ‫ﺍﻟﺗﻌﺎﻭﻧﻲ‪ ،‬ﻭﺍﺑﺗﻌﺩﻭﺍ ﻋﻥ ﺑﺭﺍﻣﺞ ﺍﻟﺗﺩﻗﻳﻕ‬ ‫ﻟﺫﻟﻙ‪،‬ﺍﻟﻧﻬﺞ‬ ‫ﺍﻟﺑﺭﻳﻁﺎﻧﻳﺔ ﻫﺫﺍ‬ ‫ﻭﺍﻟﻣﻼﺑﺱ‬ ‫ﺳﻠﺑﻳﺔ‪ .‬ﻧﺗﻳﺟﺔ‬ ‫ﺍﻟﺗﺟﺯﺋﺔﺃﻱ ﺩﻋﺎﻳﺔ‬ ‫ﺗﺣﺕ ﺿﻐﻁ‬ ‫ﺑﺷﻛﻝ‬ ‫ﻣﻌﺎ‬ ‫ﻳﺳﻳﺭﺍﻥ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻛﺎﻧﺕ‬ ‫ﻓﻣﻥﻟﻁﺎﻟﻣﺎ‬ ‫ﺍﻟﺷﺭﺍﻛﺎﺕ ﻭﺍﻟﻌﻣﻝ ﺍﻟﺗﻌﺎﻭﻧﻲ ﺗﺎﺭﻳﺧﻳﺎ‪،‬‬ ‫ﺍﻟﺗﻘﻠﻳﺩﻳﺔ‪ ،‬ﻋﻥ ﻁﺭﻳﻕ ﺗﻭﻅﻳﻑ ﻓﺭﻕ ﻋﻣﻝ‬ ‫ﺍﻟﺗﺩﻗﻳﻕ‬ ‫ﺑﺭﺍﻣﺞ‬ ‫ﺍﻟﺗﻌﺎﻭﻧﻲ‪،‬‬ ‫ﺳﻠﺳﻠﺔ‬ ‫ﺳﻠﺳﻠﺔﻋﻥﺗﻔﻬﻡ‬ ‫ﻭﺍﺑﺗﻌﺩﻭﺍﺃﻥ‬ ‫ﻟﻠﺷﺭﻛﺎﺕ‬ ‫ﺍﻟﻣﻬﻡ ﺟﺩﺍ‬ ‫ﺍﻟﻣﻧﺗﺞ‬ ‫ﺗﺗﻣﺭﻛﺯ ﺣﻭﻝ‬ ‫ﺑﺭﺍﻣﺞ ﺍﻟﺗﻌﺎﻭﻥ‬ ‫ﻟﺗﻁﻭﻳﺭ ﻭﺇﺩﺍﺭﺓ‬ ‫ﺳﻼﺳﻝ ﻣﻛﺭﺳﺔ‬ ‫ﻛﺎﻧﺕ ﺇﺩﺍﺭﺓ‬ ‫ﻭﺛﻳﻕ‪ ،‬ﻟﻁﺎﻟﻣﺎ‬ ‫ﺗﺎﺭﻳﺧﻳﺎ‪،‬‬ ‫ﺍﻟﺻﺣﻳﺢ‪،‬ﻋﻣﻝ‬ ‫ﺍﻟﻣﻧﺎﺳﺏﻓﺭﻕ‬ ‫ﺗﻭﻅﻳﻑ‬ ‫ﻁﺭﻳﻕ‬ ‫ﻋﻥ‬ ‫ﺍﻟﺗﻘﻠﻳﺩﻳﺔ‪،‬‬ ‫ﺍﻟﻭﺟﻪ‬ ‫ﻋﻠﻰﻋﻠﻰ‬ ‫ﺍﻟﺣﺻﻭﻝ ﺑﻬﺎ‬ ‫ﺍﻟﺧﺎﺻﺔ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‬ ‫ﺑﺷﻔﺎﻓﻳﺔ‬ ‫ﺍﻟﺗﻭﺭﻳﺩﺍﻷﻣﺭ‬ ‫ﺳﻠﺳﻠﺔﻳﺗﻌﻠﻕ‬ ‫ﻋﻧﺩﻣﺎ‬ ‫ﺧﺎﺻﺔ‬ ‫ﺍﻟﻧﺎﺟﺣﺔﻣﻊﻫﻲ ﻋﺎﺩﺓ‬ ‫ﺍﻟﻣﺳﺗﺩﺍﻣﺔ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‬ ‫ﻭﺇﺩﺍﺭﺓ‪ .‬ﻭﺃﻣﺎ‬ ‫ﺍﻟﻣﻧﺎﺳﺏ‬ ‫ﺍﻟﻭﻗﺕ‬ ‫ﺍﻟﻣﻧﺎﺳﺏﻣﻌﺎﻓﻲ‬ ‫ﺑﺭﺍﻣﺞ‪.‬ﻓﻲﺍﻟﺗﻌﺎﻭﻥ ﻣﻊ ﺍﻟﻣﻭﺭﺩﻳﻥ‪.‬‬ ‫ﻟﺗﻁﻭﻳﺭ‬ ‫ﻣﻛﺭﺳﺔ‬ ‫ﺍﻟﻣﻧﺷﻭﺩ‬ ‫ﺍﻟﺗﻌﺎﻭﻥ‬ ‫ﻟﺗﺣﻘﻳﻕ‬ ‫ﺗﺗﻣﺭﻛﺯ ﺣﻭﻝ ﺍﻟﺣﺻﻭﻝ ﻋﻠﻰ ﺍﻟﻣﻧﺗﺞ ﺍﻟﻣﻧﺎﺳﺏ ﻟﻠﻌﻣﻳﻝ ﻭﺍﻟﻌﻣﻝ‬ ‫ﺑﻥ‬ ‫ﺍﻟﺧﺑﻳﺭ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‪.‬‬ ‫ﺳﻠﺳﻠﺔ‬ ‫ﺍﻻﺳﺗﺩﺍﻣﺔ‬ ‫ﻭﺍﻳﻠﺩﺷﻲء ﻣﻌﺗﻣﺩﺍ ﺍﻵﻥ ﻋﻠﻰ ﺗﻠﻙ ﺍﻟﺗﻌﺎﻭﻧﻳﺔ‪ ،‬ﺣﻳﺙ ﻳﺷﺗﺭﻙ ﻛﻼ ﺍﻟﻁﺭﻓﻳﻥ ﻓﻲ‬ ‫ﺃﺻﺑﺢ ﻛﻝ‬ ‫ﻓﻲ ﻋﺎﻟﻡ‬ ‫ﺍﻟﻣﻧﺎﺳﺏ‪ .‬ﻭﺃﻣﺎ‬ ‫ﻓﻲ ﺍﻟﻭﻗﺕ‬ ‫ﺍﻟﻣﻧﺎﺳﺏ ﻓﻲ‬ ‫ﻟﻠﻌﻣﻳﻝ‬ ‫ﻣﻭﺭﺩﻳﻥ‪.‬‬ ‫ﺍﻟﻳﻭﻡ‪ ،‬ﺍﻟ‬ ‫ﻭﻣﺎﺕ‬ ‫ﺍﻟﻣﻌﻠ‬ ‫ﺗﻭﻓﻳﺭ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻭﻋﺩ‬ ‫ﺑﻬﺫﺍ‬ ‫ﺍﻟﻭﻓﺎء‬ ‫ﺗﺟﺎﺭﻱﺍﻟﺷﺭﻛﺎﺕ‬ ‫ﻋﻣﻝ ﺍﻟﻣﺯﻳﺩ ﻣﻥ‬ ‫ﻋﻼﻗﺔ ﻳﻘﺑﻝ‬ ‫ﺍﻵﻥ ﻋﻠﻰ‬ ‫ﺷﻲء ﻣﻌﺗﻣﺩﺍ‬ ‫ﺃﺻﺑﺢ ﻛﻝ‬ ‫ﻣﻥ ﺍﻟﻳﻭﻡ‪،‬‬ ‫ﻋﺎﻟﻡ‬ ‫ﻛﺭﺑﻭﻥ‘ ﻳﻘﺩﻡ ﻟﻧﺎ‬ ‫ﻓﻳﺭﺳﺕ‬ ‫ﺣﻠﻭﻝ‬ ‫ﺷﺭﻛﺔ ’‬ ‫ﻭﺍﻟﻣﺅﺳﺳﺎﺕﺗﺣﻘﻳﻕ‬ ‫ﺗﻌﻣﻝ ﻋﻠﻰ‬ ‫ﺍﻟﺷﺭﻛﺎﺕﺗﻭﻓﻳﺭ‬ ‫ﺍﻟﻣﻧﺗﺞ‪.‬ﻣﻥﻫﺫﺍ ﻳﺷﻣﻝ‬ ‫ﻭﺍﻟﻣﻧﻅﻣﺎﺕ ﻋﻠﻰ ﻣﺑﺎﺩﺭﺍﺕ ﺍﻻﺳﺗﺩﺍﻣﺔ ﺍﻟﺗﻌﺎﻭﻧﻳﺔ‬ ‫ﺍﻟﻭﻓﺎء ﺑﻬﺫﺍ ﺍﻟﻭﻋﺩ ﻣﻊ ﺗﻭﻓﻳﺭ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ‬ ‫ﻭﺍﻟﻣﺅﺳﺳﺎﺕ‬ ‫ﻫﺫﺍ ﺍﻟﻣﺯﻳﺩ‬ ‫ﺍﻟﺻﺣﻳﺣﺔ ﻋﻥﻳﻘﺑﻝ‬ ‫ﺍﻟﺗﻌﺎﻭﻥ‬ ‫ﺑﻳﺎﻧﺎﺕ ﺃﻥ‬ ‫ﺗﻭﺿﺢ ﻛﻳﻑ‬ ‫ﺍﻟﺷﺎﻣﻠﺔ‬ ‫ﺭﺅﻳﺗﻪ‬ ‫ﺍﻟﺗﻌﺎﻭﻧﻳﺔ‪.‬‬ ‫ﺍﻟﺣﻠﻭﻝ‬ ‫ﺍﻧﺑﻌﺎﺛﺎﺕﻭﺗﻧﻔﻳﺫ‬ ‫ﺍﻟﻣﺷﺗﺭﻛﺔ‬ ‫ﺍﻟﺩﺍﺧﻠﺔ‬ ‫ﻋﻠﻰﺍﻟﻣﻭﺍﺩ‬ ‫ﻭﻧﺷﺄﺓ‬ ‫ﺗﻭﺿﺢ ﻣﺻﺩﺭ‬ ‫ﺍﺳﺗﻬﻼﻙ‬ ‫ﺍﻟﻛﺭﺑﻭﻥ ﻭﺗﻘﻠﻳﻝ‬ ‫ﺍﻷﻫﺩﺍﻑ ﻟﻠﺣﺩ ﻣﻥ‬ ‫ﻭﺍﻟﺗﻲﻳﺷﻣﻝ ﺗﻭﻓﻳﺭ‬ ‫ﺍﻟﻣﻧﺗﺞ‪ .‬ﻫﺫﺍ‬ ‫ﺍﻟﺻﺣﻳﺣﺔ ﻋﻥ ﻫﺫﺍ‬ ‫ﺍﻻﺳﺗﺩﺍﻣﺔ ﺍﻟﺗﻌﺎﻭﻧﻳﺔ‬ ‫ﻣﺑﺎﺩﺭﺍﺕ‬ ‫ﻭﺍﻟﻣﻧﻅﻣﺎﺕ‬ ‫ﺍﻟﻣﻧﺗﺞ‬ ‫ﺗﺻﻧﻊ‬ ‫ﺗﻡ‬ ‫ﻛﻳﻑ‬ ‫ﺍﻟﻣﻧﺗﺞ‪،‬‬ ‫ﺗﺻﻧﻳﻊ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‬ ‫ﻟﺳﻠﺳﻠﺔ‬ ‫ﺍﻟﺗﺣﺗﻳﺔ‬ ‫ﺍﻟﺑﻧﻳﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻁﺎﻗﺔ‬ ‫ﺍﻟﺩﺍﺧﻠﺔ‬ ‫ﺍﻟﻣﻭﺍﺩ‬ ‫ﻭﻧﺷﺄﺓ‬ ‫ﻣﺻﺩﺭ‬ ‫ﺗﻭﺿﺢ‬ ‫ﺑﻳﺎﻧﺎﺕ‬ ‫ﺍﺳﺗﻬﻼﻙ‬ ‫ﻭﺗﻘﻠﻳﻝ‬ ‫ﺍﻟﻛﺭﺑﻭﻥ‬ ‫ﺍﻧﺑﻌﺎﺛﺎﺕ‬ ‫ﻣﻥ‬ ‫ﻟﻠﺣﺩ‬ ‫ﻗﺩﻣﺎ‪.‬‬ ‫ﺍﻷﻣﺛﻝ ﻟﻠﻣﺿﻲ‬ ‫ﺍﻟﻣﺷﺗﺭﻙ ﻫﻭ ﺍﻟﻁﺭﻳﻕ‬ ‫ﻋﺩﺩﻋﻠﻰﻣﻥ ﺗﺟﺎﺭ‬ ‫ﻋﻠﻰ ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ‪ ،‬ﺍﺳﺗﺧﺩﻡ‬ ‫ﻣﺷﺎﺭﻛﺔ ﻫﺫﻩ‬ ‫ﺍﻟﻁﺎﻗﺔﻋﻥﻓﻲﻁﺭﻳﻕ‬ ‫ﻭﻛﻳﻑ ﺗﻡ ﺗﺳﻠﻳﻣﻪ‪.‬‬ ‫ﺍﻟﺧﺎﺻﺔ ﺑﻬﺎ‪ .‬ﺍﻟﻣﻭﺭﺩﻭﻥ ﺍﻟﻘﺎﺩﺭﻭﻥ‬ ‫ﻓﻲ ﺗﺻﻧﻳﻊ ﺍﻟﻣﻧﺗﺞ‪ ،‬ﻛﻳﻑ ﺗﻡ ﺗﺻﻧﻊ ﺍﻟﻣﻧﺗﺞ‬ ‫ﻟﺳﻠﺳﻠﺔ ﺍﻟﺗﻭﺭﻳﺩ‬ ‫ﺍﻟﺑﻧﻳﺔ ﺍﻟﺗﺣﺗﻳﺔ‬ ‫ﻋﻣﻼﺋﻬﻡﻫﺫﺍﻟﻬﺫﻩﺍﻟﻧﻬﺞ‬ ‫ﺍﻟﺑﺭﻳﻁﺎﻧﻳﺔ‬ ‫ﻭﺍﻟﻣﻼﺑﺱ‬ ‫ﺍﻟﺗﺟﺯﺋﺔ‬ ‫ﺑﺈﻣﻛﺎﻥ ﺗﺟﺎﺭ‬ ‫ﻭﻛﻳﻑ ﺗﻡ ﺗﺳﻠﻳﻣﻪ‪ .‬ﻋﻥ ﻁﺭﻳﻕ ﻣﺷﺎﺭﻛﺔ ﻫﺫﻩ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ‪ ،‬ﻳﺻﺑﺢ‬ ‫ﺑﺳﻬﻭﻟﺔ ﻟﺣﺎﺟﺎﺕ‬ ‫ﺍﻟﺗﺟﺯﺋﺔ ﺍﻻﺳﺗﺟﺎﺑﺔ‬ ‫ﺍﻟﻘﺎﺩﺭﻭﻥ ﻋﻠﻰ‬ ‫ﺍﻟﻣﻭﺭﺩﻭﻥ‬ ‫ﺍﻟﺧﺎﺻﺔ ﺑﻬﺎ‪.‬‬ ‫ﻟﺣﺎﺟﺎﺕﻣﻼﺋﻣﺔ‬ ‫ﺑﺳﻬﻭﻟﺔ ﺍﻷﻛﺛﺭ‬ ‫ﺍﻻﺳﺗﺟﺎﺑﺔﺍﻟﻣﻧﺗﺟﺎﺕ‬ ‫ﺗﻌﺭﻳﻑ ﺍﻟﻌﻣﻼء ﻋﻠﻰ‬ ‫ﺍﻟﻣﻌﻠﻭﻣﺎﺕ ﻳﺻﺑﺣﻭﻥ ﺑﻌﺩﻫﺎ ﺍﻟﻣﻭﺭﺩﻳﻥ‬ ‫ﺍﻟﻣﻌﻠﻭﻣﺎﺕ‪ ،‬ﻳﺻﺑﺢ ﺑﺈﻣﻛﺎﻥ ﺗﺟﺎﺭ ﺍﻟﺗﺟﺯﺋﺔ‬ ‫ﻋﻣﻼﺋﻬﻡ ﻟﻬﺫﻩ‬ ‫ﺍﻟﻌﻣﻼء‪.‬ﺑﺭﺍﻣﺞ ﺍﻟﺗﺩﻗﻳﻕ‬ ‫ﻟﻬﺅﻻءﻋﻥ‬ ‫ﻭﺍﺑﺗﻌﺩﻭﺍ‬ ‫ﺍﻟﺗﻌﺎﻭﻧﻲ‪،‬‬ ‫ﻋﻠﻰ ﺍ‬ ‫ﺗﻌﺭﻳﻑ ﺍﻟﻌﻣﻼء ﻋﻠﻰ ﺍﻟﻣﻧﺗﺟﺎﺕ ﺍﻷﻛﺛﺭ ﻣﻼﺋﻣﺔ ﻟﻠﺑﻳﺋﺔ ﻭﺍﻷﻛﺛﺭ ﻣﻼﺋﻣﺔ‬ ‫ﺍﻟﻣﻔﺿﻠﻳﻥ‬ ‫ﻟﻣﺳﺗﻭﻯﺑﻌﺩﻫﺎ ﺍﻟﻣﻭﺭﺩﻳﻥ‬ ‫ﻳﺻﺑﺣﻭﻥ‬ ‫ﺍﻟﻣﻌﻠﻭﻣﺎﺕ‬ ‫ﺍﻻﺟﺗﻣﺎﻋﻲ‪.‬‬ ‫ﻋﻠﻰ ﺍ‬ ‫ﻭﺍﻷﻛﺛﺭ ﻣﻼﺋﻣﺔ‬ ‫ﻟﻠﺑﻳﺋﺔ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‬ ‫ﻟﻣﺳﺗﻭﻯﺇﺩﺍﺭﺓ ﺳﻠﺳﻠﺔ‬ ‫ﻛﺎﻧﺕ‬ ‫ﻟﻁﺎﻟﻣﺎ‬ ‫ﺗﺎﺭﻳﺧﻳﺎ‪،‬‬ ‫ﺍﻟﻣﻔﺿﻠﻳﻥ ﻟﻬﺅﻻء ﺍﻟﻌﻣﻼء‪ .‬ﺍﻟﺗﻘﻠﻳﺩﻳﺔ‪ ،‬ﻋﻥ ﻁﺭﻳﻕ ﺗﻭﻅﻳﻑ ﻓﺭﻕ ﻋﻣﻝ‬ ‫ﺣﻳﻥ ﻧﺄﺧﺫ ﺍﻻﺳﺗﺩﺍﻣﺔ ﺍﻻﺟﺗﻣﺎﻋﻳﺔ ﻭﺍﻟﺑﻳﺋﻳﺔ ﻣﻌﺎ‬ ‫ﺍﻻﺟﺗﻣﺎﻋﻲ‪.‬‬ ‫ﺍﻟﻣﻧﺎﺳﺏ‬ ‫ﺗﺗﻣﺭﻛﺯ ﺣﻭﻝ ﺍﻟﺣﺻﻭﻝ ﻋﻠﻰ ﺍﻟﻣﻧﺗﺞ‬ ‫ﺍﻟﺗﻌﺎﻭﻥ ﻣﻊ‬ ‫ﻟﺗﻁﻭﻳﺭ‬ ‫ﻣﻛﺭﺳﺔ‬ ‫ﺍﻷﻛﺛﺭ ﺷﻔﺎﻓﻳﺔ‬ ‫ﻧﺄﺧﺫ ﺍﻟﺗﻭﺭﻳﺩ‬ ‫ﺳﻼﺳﻝ‬ ‫ﺑﺭﺍﻣﺞﺳﻧﺟﺩ ﺃﻧﻪ ﻣﻥ‬ ‫ﻭﺇﺩﺍﺭﺓﺍﻟﻣﺳﺎﻭﺍﺓ‪،‬‬ ‫ﺍﻟﺣﺳﺑﺎﻥ ﻋﻠﻰ ﻗﺩﻡ‬ ‫ﻣﻌﺎ ﻓﻲ‬ ‫ﺍﻻﺟﺗﻣﺎﻋﻳﺔ ﻭﺍﻟﺑﻳﺋﻳﺔ‬ ‫ﺍﻻﺳﺗﺩﺍﻣﺔ‬ ‫ﺍﻟﺷﺭﻛﺎﺕ ﺫﺍﺕﺣﻳﻥ‬ ‫ﻗﺩﻡﺍﻟﺳﻭﻕ‬ ‫ﻋﻠﻰﻫﺫﻩ‬ ‫ﺍﻟﻔﻭﺯ ﻓﻲ‬ ‫ﻭﻭﺿﻭﺣﺎ‪.‬ﺗﻣﻳﻝ‬ ‫ﺍﻟﻣﻬﻡ ﺗﺣﺩﻳﺩ ﻣﻔﻬﻭﻡ ’ﺍﺳﺗﺩﺍﻣﺔ ﺳﻠﺳﻠﺔ ﺍﻟﺗﻭﺭﻳﺩ‘‬ ‫ﺍﻟﺗﻭﺭﻳﺩ ﺍﻷﻛﺛﺭ‬ ‫ﻟﻠﻌﻣﻳﻝ ﺫﺍﺕ ﺳﻼﺳﻝ‬ ‫ﺍﻟﺷﺭﻛﺎﺕ‬ ‫ﺳﻧﺟﺩ ﺃﻧﻪ ﻣﻥ‬ ‫ﺍﻟﺣﺳﺑﺎﻥ‬ ‫ﻓﻲ‬ ‫ﻭﺃﻣﺎﺇﻟﻰ ﻓﻲ‬ ‫ﺍﻟﻭﻗﺕﺷﻔﺎﻓﻳﺔﺍﻟﻣﻧﺎﺳﺏ‬ ‫ﺍﻟﻣﻧﺎﺳﺏ ﻓﻲ‬ ‫ﻣﻭﺭﺩﻳﻥ‪.‬‬ ‫ﺍﻟﻣﺳﺎﻭﺍﺓ‪ ،‬ﺍﻟ‬ ‫ﻳﻘﻭﺩ’ ﺗﺣﻭﻻ‬ ‫ﺍﻟﺫﻱ‬ ‫ﺍﻷﻣﺭ‬ ‫ﺍﻟﺗﻧﺎﻓﺳﻳﺔ ﻟﻠﻐﺎﻳﺔ‪،‬‬ ‫ﺍﺳﺗﺩﺍﻣﺔ ﺳﻠﺳﻠﺔ ﺍﻟﺗﻭﺭﻳﺩ‘ ﻭﺍﻟﻧﻅﺭ ﻓﻳﻪ ﺑﺗﻣﻌﻥ‪ .‬ﻳﺟﺏ ﻋﻠﻰ ﺍﻟﺷﺭﻛﺎﺕ ﻓﻬﻡ‬ ‫ﻭﻭﺿﻭﺣﺎ ﺗﻣﻳﻝ ﺇﻟﻰ ﺍﻟﻔﻭﺯ ﻓﻲ ﻫﺫﻩ ﺍﻟﺳﻭﻕ‬ ‫ﻣﻔﻬﻭﻡ‬ ‫ﺗﺣﺩﻳﺩ‬ ‫ﺍﻟﻣﻬﻡ‬ ‫ﻣﻌﺗﻣﺩﺍﻓﻲﺍﻵﻥ‬ ‫ﺃﺻﺑﺢ‬ ‫ﻋﺎﻟﻡ‬ ‫ﻋﻠﻰﺳﻼﺳﻝ‬ ‫ﻛﻳﻔﻳﺔ‬ ‫ﺷﻲء ﻣﺳﺗﻣﺭﺍ‬ ‫ﻫﺫﺍﺍﻟﺷﺭﻛﺎﺕ ﻓﻬﻡ ﺣﻘﻳﻘﺔ ﺍﺳﺗﺩﺍﻣﺔ ﺳﻠﺳﻠﺔ ﺍﻟﺗﻭﺭﻳﺩ ﻭﻛﻳﻑ ﺃﻧﻬﺎ‬ ‫ﻛﻝﺗﺣﻭﻻ‬ ‫ﺍﻟﺫﻱ ﻳﻘﻭﺩ‬ ‫ﺍﻟﻳﻭﻡ‪،‬ﺍﻷﻣﺭ‬ ‫ﺍﻟﺗﻧﺎﻓﺳﻳﺔ ﻟﻠﻐﺎﻳﺔ‪،‬‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‪.‬ﻋﻠﻰ‬ ‫ﺑﺗﻣﻌﻥ‪ .‬ﻳﺟﺏ‬ ‫ﺇﺩﺍﺭﺓﻓﻳﻪ‬ ‫ﻭﺍﻟﻧﻅﺭ‬ ‫ﺳﻠﺳﻠﺔ ﺗﻭﻓﻳﺭ‬ ‫ﺍﻟﺻﻧﺎﻋﺔ ﻳﺟﻌﻝ‬ ‫ﺍﻟﻧﺎﺷﺊ ﻓﻲ‬ ‫ﺍﻟﺷﺭﻛﺎﺕﻋﻠﻰ ﻛﻝ ﻣﻥ ﺍﻟﺑﻳﺋﺔ‬ ‫ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺗﺄﺛﻳﺭﻫﺎ‬ ‫ﻣﻊﺍﻟﺗﻭﺭﻳﺩ‪.‬‬ ‫ﺳﻼﺳﻝ‬ ‫ﻛﻳﻔﻳﺔ ﺇﺩﺍﺭﺓ‬ ‫ﻣﺳﺗﻣﺭﺍ‬ ‫ﺍﻟﺗﻭﺭﻳﺩﻫﺫﻩﻭﻛﻳﻑ‬ ‫ﺣﻘﻳﻘﺔ ﺍﺳﺗﺩﺍﻣﺔ‬ ‫ﺍﻻﺗﺟﺎﻩﻭﻣﺎﺕ‬ ‫ﺗﻭﻓﻳﺭﻫﺫﺍﺍﻟﻣﻌﻠ‬ ‫ﺍﻟﻭﻋﺩ‬ ‫ﺍﻟﻭﻓﺎءﻓﻲﺑﻬﺫﺍ‬ ‫ﻭﺍﻟﻣﺅﺳﺳﺎﺕ‬ ‫ﺗﻌﺗﻣﺩ ﻣﻥ‬ ‫ﻳﻘﺑﻝﺃﻧﻬﺎﺍﻟﻣﺯﻳﺩ‬ ‫ﻓﺭﺩﻱ ﺗﺃﻛﺛﺭ‬ ‫ﺍﻻﺗﺟﺎﻩ ﺍﻟﻧﺎﺷﺊ ﻓﻲ ﺍﻟﺻﻧﺎﻋﺔ ﻳﺟﻌﻝ ﺗﻭﻓﻳﺭ ﻫﺫﻩ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ ﻋﻠﻰ‬ ‫ﺻﻌﻭﺑﺔﻛﻝ ﻣﻥ ﺍﻟﺑﻳﺋﺔ ﺍﻟﻁﺑﻳﻌﻳﺔ ﻭﺍﻻﺟﺗﻣﺎﻋﻳﺔ ﺍﻟﺗﻲ ﺗﻌﻣﻝ ﻓﻳﻬﺎ ﻫﺫﻩ‬ ‫ﺄﺛﻳﺭﻫﺎ ﻋﻠﻰ‬ ‫ﻣﺳﺗﻭﻯ ﺇﺩﺍﺭﺓ‬ ‫ﺗﻌﺗﻣﺩ ﻋﻠﻰ‬ ‫ﺗﻭﻓﻳﺭ‬ ‫ﺍﻟﻣﻧﺗﺞ‪.‬‬ ‫ﻣﺳﺗﻭﻯﻫﺫﺍ‬ ‫ﻋﻠﻰ ﻋﻥ‬ ‫ﺍﻟﺻﺣﻳﺣﺔ‬ ‫ﻋﻠﻰ ﻣﺑﺎﺩﺭﺍﺕ ﺍﻻﺳﺗﺩﺍﻣﺔ ﺍﻟﺗﻌﺎﻭﻧﻳﺔ‬ ‫ﻭﺍﻟﻣﻧﻅﻣﺎﺕ‬ ‫ﻭﺑﺎﻟﺗﺎﻟﻲ‬ ‫ﺑﺎﻟﻧﺳﺑﺔ‬ ‫ﻳﺷﻣﻝﻣﺗﺯﺍﻳﺩ‬ ‫ﻫﺫﺍﻋﻠﻰ ﻧﺣﻭ‬ ‫ﺍﻟﺷﺭﻛﺎﺕ‪.‬‬ ‫ﺻﻌﻭﺑﺔ‬ ‫ﻓﺭﺩﻱ ﺃﻛﺛﺭ‬ ‫ﺍﻟﻣﻌﻠﻭﻣﺎﺕ‬ ‫ﺗﻌﻣﻝ ﻓﻳﻬﺎ ﻫﺫﻩ‬ ‫ﻟﻠﺷﺭﻛﺎﺕ‪ ،‬ﺍﻟﺗﻲ‬ ‫ﻭﺍﻻﺟﺗﻣﺎﻋﻳﺔ‬ ‫ﺍﻟﻁﺑﻳﻌﻳﺔ‬ ‫ﻟﺗﻭﻓﻳﺭ‬ ‫ﻣﻌﺎ‬ ‫ﺍﻟﺗﻌﺎﻭﻥ‬ ‫ﻧﺣﻭ‬ ‫ﺍﻟﺻﻧﺎﻋﺔ‬ ‫ﻫﺫﻩ‬ ‫ﻳﻘﻭﺩ‬ ‫ﻭﺑﺎﻟﺗﺎﻟﻲ‬ ‫ﻟﻠﺷﺭﻛﺎﺕ‪،‬‬ ‫ﺑﺎﻟﻧﺳﺑﺔ‬ ‫ﺑﻳﺎﻧﺎﺕ ﻣﺗﺯﺍﻳﺩ‬ ‫ﻋﻠﻰ ﻧﺣﻭ‬ ‫ﺍﻟﺷﺭﻛﺎﺕ‪.‬‬ ‫ﺍﻟﺩﺍﺧﻠﺔ‬ ‫ﺍﻟﻣﻭﺍﺩ‬ ‫ﻭﻧﺷﺄﺓ‬ ‫ﻣﺻﺩﺭ‬ ‫ﺗﻭﺿﺢ‬ ‫ﺍﻟﻣﺅﺷﺭﺍﺕ ﺍﺳﺗﻬﻼﻙ‬ ‫ﺗﻁﻭﻳﺭ ﻭﺗﻘﻠﻳﻝ‬ ‫ﺍﻟﻛﺭﺑﻭﻥ‬ ‫ﺍﻧﺑﻌﺎﺛﺎﺕ‬ ‫ﻣﻥ‬ ‫ﻟﻠﺣﺩ‬ ‫ﻳﻘﻭﺩ ﻫﺫﻩ ﺍﻟﺻﻧﺎﻋﺔ ﻧﺣﻭ ﺍﻟﺗﻌﺎﻭﻥ ﻣﻌﺎ ﻟﺗﻭﻓﻳﺭ ﻫﺫﻩ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ‪.‬‬ ‫ﻻ ﻳﺗﻭﻗﻑ ﺍﻟﻌﻣﻝ ﻋﻠﻰ‬ ‫ﺗﺻﻧﻳﻊ ﺍﻟﻣﻧﺗﺞ‪ ،‬ﻛﻳﻑ ﺗﻡ ﺗﺻﻧﻊ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‬ ‫ﻟﺳﻠﺳﻠﺔ‬ ‫ﺍﻟﻁﺎﻗﺔ ﻓﻲ‬ ‫ﺍﻻﺳﺗﺩﺍﻣﺔ ﻓﻲ‬ ‫ﺍﻟﺗﺣﺗﻳﺔﻟﺗﻭﻓﻳﺭ‬ ‫ﺍﻟﺑﻧﻳﺔﺍﻟﻣﺧﺻﺻﺔ‬ ‫ﻭﺍﻟﺗﻘﺎﺭﻳﺭ‬ ‫ﻓﻲ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ‪.‬‬ ‫ﻫﺫﻩ‬ ‫ﺍﻟﻣﻧﺗﺞﻳﺗﻭﻗﻑ ﺍﻟﻌﻣﻝ ﻋﻠﻰ ﺗﻁﻭﻳﺭ ﺍﻟﻣﺅﺷﺭﺍﺕ‬ ‫ﻻ‬ ‫ﻭﺍﻟﻣﻧﻅﻣﺎﺕ‬ ‫ﺗﺟﺎﺭ ﺍﻟﺗﺟﺯﺋﺔ‪،‬‬ ‫ﺍﻟﻳﻭﻡ‪ ،‬ﻳﺩﺭﻙ ﺟﻳﺩﺍ‬ ‫ﺍﻻﺳﺗﺩﺍﻣﺔ ﻓﻲ ﺳﻼﺳﻝ ﺍﻹﻣﺩﺍﺩ‪ ،‬ﻭﻛﺫﻟﻙ ﻟﻠﺟﻣﻊ ﺑﻳﻥ ﻛﻝ ﻣﻥ‬ ‫ﺍﻟﻣﺧﺻﺻﺔ ﻟﺗﻭﻓﻳﺭ‬ ‫ﻭﺍﻟﺗﻘﺎﺭﻳﺭ‬ ‫ﻭﻛﻳﻑ ﺗﻡ ﺗﺳﻠﻳﻣﻪ‪ .‬ﻋﻥ ﻁﺭﻳﻕ ﻣﺷﺎﺭﻛﺔ ﻫﺫﻩ‬ ‫ﺃﻁﺭ ﻋﻠﻰ‬ ‫ﺍﻟﻘﺎﺩﺭﻭﻥ‬ ‫ﺍﻟﺗﺣﺩﻳﺎﺕﺍﻟﺧﺎﺻﺔ ﺑﻬﺎ‪ .‬ﺍﻟﻣﻭﺭﺩﻭﻥ‬ ‫ﺍﻟﺣﻛﻭﻣﻳﺔ‪،‬‬ ‫ﻭﺍﻟﻭﻛﺎﻻﺕ‬ ‫ﺑﻳﻥ ﻛﻝ ﻣﻥ ﺍﻟﻣﻭﺍﺿﻳﻊ ﺍﻻﺟﺗﻣﺎﻋﻳﺔ ﻭﺍﻟﺑﻳﺋﻳﺔ ﻓﻲ‬ ‫ﻭﻛﺫﻟﻙ ﻟﻠﺟﻣﻊ‬ ‫ﺍﻹﻣﺩﺍﺩ‪،‬‬ ‫ﺍﻟﻳﻭﻡ‪ ،‬ﻳﺩﺭﻙ ﺟﻳﺩﺍ ﺗﺟﺎﺭ ﺍﻟﺗﺟﺯﺋﺔ‪ ،‬ﻭﺍﻟﻣﻧﻅﻣﺎﺕ ﻏﻳﺭ ﺍﻟﺭﺑﺣﻳﺔ‪،‬ﺳﻼﺳﻝ‬ ‫ﺃﻱ‬ ‫ﻋﻣﻠﻳﺎﺕ‬ ‫ﻓﻲ‬ ‫ﺍﻻﺳﺗﺩﺍﻣﺔ‬ ‫ﺍﻟﻛﺎﻣﻧﺔ ﻓﻲ ﺩﻣﺞ‬ ‫ﺃﻣﺛﻠﺔ‬ ‫ﻣﻥ‬ ‫‪.‬‬ ‫ﺍﻟﻣﻧﺷﻭﺩ‬ ‫ﺍﻟﻬﺩﻑ‬ ‫ﻫﺫﺍ‬ ‫ﺗﺣﻘﻕ‬ ‫ﻣﺗﻛﺎﻣﻠﺔ‬ ‫ﺍﻟﺗﺣﺩﻳﺎﺕ‬ ‫ﺍﻟﺣﻛﻭﻣﻳﺔ‪،‬‬ ‫ﻭﺍﻟﻭﻛﺎﻻﺕ‬ ‫ﻏﻳﺭ ﺍﻟﺭﺑﺣﻳﺔ‪،‬‬ ‫ﺍﻟﻣﻭﺍﺿﻳﻊ ﺍﻻﺟﺗﻣﺎﻋﻳﺔ ﻭﺍﻟﺑﻳﺋﻳﺔ ﻓﻲ ﺃﻁﺭ‬ ‫ﺍﻟﺗﺟﺯﺋﺔ‬ ‫ﺗﺟﺎﺭ‬ ‫ﺑﺈﻣﻛﺎﻥ‬ ‫ﻳﺻﺑﺢ‬ ‫ﺍﻟﻣﻌﻠﻭﻣﺎﺕ‪،‬‬ ‫ﺍﻻﺳﺗﺟﺎﺑﺔ ﺑﺳﻬﻭﻟﺔ ﻟﺣﺎﺟﺎﺕ ﻋﻣﻼﺋﻬﻡ ﻟﻬﺫﻩ‬ ‫ﻭﻟﺫﻟﻙ‬ ‫ﺍﻟﻛﺎﻣﻧﺔ ﻓﻲ ﺩﻣﺞ ﺍﻻﺳﺗﺩﺍﻣﺔ ﻓﻲ ﻋﻣﻠﻳﺎﺕ ﺃﻱ ﺷﺭﻛﺔ ﻭﻓﻲ ﺳﻼﺳﻝ‬ ‫ﺑﺩﺃﺕﺍﻟﻣﻧﺷﻭﺩ‪ .‬ﻣﻥ ﺃﻣﺛﻠﺔ ﻫﺫﻩ ﺍﻟﺗﻘﺎﺭﻳﺭ ﺍﻟﻣﺧﺻﺻﺔ ﻭﺁﻟﻳﺎﺕ ﺍﻹﺩﺍﺭﺓ‪:‬‬ ‫ﺍﻟﻬﺩﻑ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‪،‬ﻫﺫﺍ‬ ‫ﻣﺗﻛﺎﻣﻠﺔ ﺗﺣﻘﻕ‬ ‫ﻣﻼﺋﻣﺔ‬ ‫ﺍﻟﻣﻧﺗﺟﺎﺕ ﺍﻷﻛﺛﺭ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻌﻣﻼء‬ ‫ﺗﻌﺭﻳﻑ‬ ‫ﺍﻟﻣﻭﺭﺩﻳﻥ‬ ‫ﺑﻌﺩﻫﺎ‬ ‫ﺍﻟﻣﻌﻠﻭﻣﺎﺕﻭﻫﻲﻳﺻﺑﺣﻭﻥ‬ ‫ﺍﻟﺑﻌﺽ ﻓﻲ ﺷﺭﺍﻛﺔ‬ ‫ﺍﻟﻛﺭﺑﻭﻥ‬ ‫ﺍﻟﻛﺷﻑ ﻋﻥ‬ ‫)‪(CDP‬ﻣﺷﺭﻭﻉ‬ ‫‪،‬‬ ‫ﻭﻟﺫﻟﻙ ﺑﺩﺃﺕ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‪،‬‬ ‫ﻭﻓﻲ ﺳﻼﺳﻝ‬ ‫ﺷﺭﻛﺔ‬ ‫ﻹﺩﺧﺎﻝ ﺍﻹﺩﺍﺭﺓ‪:‬‬ ‫ﺍﻟﻣﺧﺻﺻﺔ ﻭﺁﻟﻳﺎﺕ‬ ‫ﺑﻌﺿﻬﻡﺍﻟﺗﻘﺎﺭﻳﺭ‬ ‫ﺑﺎﻟﻌﻣﻝ ﻣﻊ ﻫﺫﻩ‬ ‫ﺗﻔﻳﺩ‬ ‫ﺃﻥ‬ ‫ﺷﺄﻧﻬﺎ‬ ‫ﻣﻥ‬ ‫ﻭﺍﻟﺗﻲ‬ ‫ﺇﻳﺟﺎﺑﻳﺔ‬ ‫ﺗﻐﻳﻳﺭﺍﺕ‬ ‫ﺭﺑﺣﻳﺔ‪.‬ﺗﻭﻓﺭ ﻧﻅﺎﻣﺎ ﻋﺎﻟﻣﻳﺎ‬ ‫ﻏﻳﺭ‬ ‫ﻣﺳﺗﻘﻠﺔ‬ ‫ﻣﻧﻅﻣﺔ‬ ‫ﻹﺩﺧﺎﻝ‬ ‫ﺷﺭﺍﻛﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺑﻌﺽ‬ ‫ﺑﻌﺿﻬﻡ‬ ‫ﺑﺎﻟﻌﻣﻝ‬ ‫ﺍﻟﻛﺭﺑﻭﻥ‬ ‫ﻋﻥ‬ ‫ﺍﻟﻛﺷﻑ‬ ‫)‪(CDP‬ﻣﺷﺭﻭﻉ‬ ‫ﻭﻫﻲ‬ ‫‪،‬‬ ‫ﻟﻠﺑﻳﺋﺔﻣﻊﻭﺍﻷﻛﺛﺭ ﻣﻼﺋﻣﺔ ﻋﻠﻰ ﺍﻟﻣﺳﺗﻭﻯ‬ ‫ﺍﻟﻣﻔﺿﻠﻳﻥ ﻟﻬﺅﻻء ﺍﻟﻌﻣﻼء‬ ‫ﺍﻟﻣﻌﻧﻳﺔ‪.‬ﻣﺳﺗﻘﻠﺔ ﻏﻳﺭ ﺭﺑﺣﻳﺔ ﺗﻭﻓﺭ ﻧﻅﺎﻣﺎ ﻋﺎﻟﻣﻳﺎ ﻟﻠﻣﻧﻅﻣﺎﺕ ﻏﺭﺿﻪ ﻗﻳﺎﺱ ﻭﺍﻟﻛﺷﻑ ﻋﻥ ﻭﺇﺩﺍﺭﺓ‬ ‫ﺗﻐﻳﻳﺭﺍﺕ ﺇﻳﺟﺎﺑﻳﺔ ﻭﺍﻟﺗﻲ ﻣﻥ ﺷﺄﻧﻬﺎ ﺃﻥ ﺗﻔﻳﺩ‬ ‫ﺟﻣﻳﻊ ﺍﻟﻔﺋﺎﺕ ﻣﻧﻅﻣﺔ‬ ‫ﺍﻻﺟﺗﻣﺎﻋﻲ‪.‬‬ ‫ﻟﻠﻣﻧﻅﻣﺎﺕ ﻏﺭﺿﻪ ﻗﻳﺎﺱ ﻭﺍﻟﻛﺷﻑ ﻋﻥ ﻭﺇﺩﺍﺭﺓ ﻭﺗﺑﺎﺩﻝ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ ﺣﻭﻝ ﺗﻐﻳﺭ ﺍﻟﻣﻧﺎﺥ‬ ‫ﺍﻟﻣﻌﻧﻳﺔ‪.‬‬ ‫ﺟﻣﻳﻊ ﺍﻟﻔﺋﺎﺕ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺗﻧﻔﻳﺫﻳﻳﻥ‬ ‫ﺍﻟﻣﺳﺅﻭﻟﻳﻥ‬ ‫ﻣﻥ‬ ‫ﺍﻟﻌﺩﻳﺩ‬ ‫ﻳﺭﻯ‬ ‫ﺍﻷﺧﻼﻗﻳﺔ‬ ‫ﺍﻟﺗﺟﺎﺭﺓ‬ ‫ﻭﻣﺑﺎﺩﺭﺍﺕ‬ ‫)‪(ETI‬‬ ‫‪،‬‬ ‫ﺍﻟﻣﻧﺎﺥ‬ ‫ﺗﻐﻳﺭ‬ ‫ﺣﻭﻝ‬ ‫ﺍﻟﻣﻌﻠﻭﻣﺎﺕ‬ ‫ﻭﺗﺑﺎﺩﻝ‬ ‫ﺣﻳﻥ ﻧﺄﺧﺫ ﺍﻻﺳﺗﺩﺍﻣﺔ ﺍﻻﺟﺗﻣﺎﻋﻳﺔ ﻭﺍﻟﺑﻳﺋﻳﺔ ﻣﻌﺎ‬ ‫ﺍﻟﺗﺟﺎﺭﺓﻋﻠﻰ‬ ‫ﻭﻣﺑﺎﺩﺭﺍﺕﺍﻟﻣﺷﺗﺭﻙ‬ ‫ﻓﻛﺭﺓ ﺍﻟﺗﻌﺎﻭﻥ‬ ‫ﺍﻟﺷﺭﻛﺎﺕ‬ ‫ﻣﺧﺗﻠﻑ‬ ‫ﻭﻣﻭﺍﺻﻠﺔ ﺗﻭﻓﻳﺭ ﺍﻟﻌﻣﻕ ﺍﻟﻣﻌﻠﻭﻣﺎﺗﻲ ﺍﻟﻼﺯﻡ‬ ‫ﻳﺭﻯ ﺍﻟﻌﺩﻳﺩ ﻣﻥ ﺍﻟﻣﺳﺅﻭﻟﻳﻥ ﺍﻟﺗﻧﻔﻳﺫﻳﻳﻥ ﻓﻲ‬ ‫ﺍﻷﺧﻼﻗﻳﺔ‬ ‫)‪(ETI‬‬ ‫‪،‬‬ ‫ﺷﻔﺎﻓﻳﺔ‬ ‫ﺳﻼﺳﻝ‬ ‫ﺍﻟﺷﺭﻛﺎﺕﺫﺍﺕ‬ ‫ﺍﻟﺷﺭﻛﺎﺕ‬ ‫ﺍﻟﻣﺳﺎﻭﺍﺓ‪،‬ﻓﻲﺳﻧﺟﺩ ﺃﻧﻪ ﻣﻥ‬ ‫ﻋﻠﻰﻫﺫﻩﻗﺩﻡ‬ ‫ﺍﻟﺣﺳﺑﺎﻥ‬ ‫ﺍﻟﻣﻌﻠﻭﻣﺎﺗﻲﻓﻲ‬ ‫ﻓﻲ ﺫﺍﺕ‬ ‫ﺇﻻ ﺃﻧﻪ‬ ‫ﺍﻟﻛﺑﻳﺭ‪.‬‬ ‫ﺍﻷﻛﺛﺭﺍﻟﺗﺣﺩﻱ‬ ‫ﺍﻟﺗﻭﺭﻳﺩﺃﻧﻬﺎ ﺑﻣﺛﺎﺑﺔ‬ ‫ﺍﻟﺗﻘﺎﺭﻳﺭ ﻭﻟﻠﺗﺩﻗﻳﻕ‪.‬‬ ‫ﻹﻋﺩﺍﺩ ﻣﺛﻝ‬ ‫ﺍﻟﻣﺷﺗﺭﻙ ﻋﻠﻰ‬ ‫ﻓﻛﺭﺓ ﺍﻟﺗﻌﺎﻭﻥ‬ ‫ﻣﺧﺗﻠﻑ‬ ‫ﺍﻟﻼﺯﻡ‬ ‫ﺍﻟﻌﻣﻕ‬ ‫ﺗﻭﻓﻳﺭ‬ ‫ﻭﻣﻭﺍﺻﻠﺔ‬ ‫ﻣﺛﻝ‬ ‫ﻁﻠﺏ‬ ‫ﻓﻲ‬ ‫ﻣﺳﺗﻣﺭﻳﻥ‬ ‫ﺍﻟﻌﻣﻼء‬ ‫ﻧﺟﺩ‬ ‫ﺍﻟﻭﻗﺕ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻘﺿﺎﻳﺎ‬ ‫ﻫﺫﻩ‬ ‫ﻣﻊ‬ ‫ﺍﻟﺗﻌﺎﻣﻝ‬ ‫ﻳﺗﻡ‬ ‫ﻛﺎﻥ‬ ‫ﺍﻟﺳﺎﺑﻕ‪،‬‬ ‫ﺫﺍﺕ‬ ‫ﻓﻲ‬ ‫ﺃﻧﻪ‬ ‫ﺇﻻ‬ ‫‪.‬‬ ‫ﺍﻟﻛﺑﻳﺭ‬ ‫ﺍﻟﺗﺣﺩﻱ‬ ‫ﺑﻣﺛﺎﺑﺔ‬ ‫ﺃﻧﻬﺎ‬ ‫ﻓﻲ‬ ‫‪.‬‬ ‫ﻭﻟﻠﺗﺩﻗﻳﻕ‬ ‫ﺍﻟﺗﻘﺎﺭﻳﺭ‬ ‫ﻫﺫﻩ‬ ‫ﻣﺛﻝ‬ ‫ﻹﻋﺩﺍﺩ‬ ‫ﺍﻟﺳﻭﻕ‬ ‫ﻭﻭﺿﻭﺣﺎ ﺗﻣﻳﻝ ﺇﻟﻰ ﺍﻟﻔﻭﺯ ﻓﻲ ﻫﺫﻩ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‘‬ ‫ﺍﻟﻣﺣﺭﻙﺍﻟﺗﻌﺎﻣﻝ ﻣﻊ ﺍﻟﻣﻬﻡ ﺗﺣﺩﻳﺩ ﻣﻔﻬﻭﻡ ’ﺍﺳﺗﺩﺍﻣﺔ ﺳﻠﺳﻠﺔ‬ ‫ﺍﻟﻭﻗﺕ ﻧﺟﺩ ﺍﻟﻌﻣﻼء ﻣﺳﺗﻣﺭﻳﻥ ﻓﻲ ﻁﻠﺏ ﻣﺛﻝ ﻫﺫﺍ ﺍﻟﺗﻌﺎﻭﻥ‪ ،‬ﻣﻣﺎ‬ ‫ﺍﻟﺭﺋﻳﺳﻲ ﻫﺫﻩ ﺍﻟﻘﺿﺎﻳﺎ ﻋﻠﻰ ﺃﻧﻬﺎ ﻭﻅﺎﺋﻑ ﻣﻧﻔﺻﻠﺔ‪ ،‬ﺇﻻ ﺃﻧﻪ ﺍﻵﻥ‪ ،‬ﻭﻋﻠﻰ ﻧﺣﻭ‬ ‫ﻳﺟﻌﻠﻪﻛﺎﻥ ﻳﺗﻡ‬ ‫ﺍﻟﺳﺎﺑﻕ‪،‬‬ ‫ﺗﺣﻭﻻ‬ ‫ﺍﻟﺷﺭﻛﺎﺕ ﻓﻬﻡ‬ ‫ﺑﺗﻣﻌﻥ‪.‬‬ ‫ﻭﺍﻟﻧﻅﺭﻧﺣﻭﻓﻳﻪ‬ ‫ﺃﻧﻬﺎﺧﺎﺻﺔ‬ ‫ﻳﻘﻭﺩ ﺍﻟﺻﻧﺎﻋﺔ‪،‬‬ ‫ﺍﻟﺫﻱ ﻟﻬﺫﻩ‬ ‫ﻋﻠﻰ ﺑﺷﻛﻝ‬ ‫ﻳﺟﺏﺍﻟﻌﻣﻠﻳﺎﺕ‬ ‫ﺇﺩﺍﺭﺓ ﻫﺫﻩ‬ ‫ﻣﺗﺯﺍﻳﺩ‪ ،‬ﺑﺩﺃﺕ‬ ‫ﺍﻷﻣﺭﺍﻟﺭﺋﻳﺳﻲ‬ ‫ﻟﻠﻐﺎﻳﺔ‪،‬ﺍﻟﻣﺣﺭﻙ‬ ‫ﺍﻟﺗﻧﺎﻓﺳﻳﺔ ﻣﻣﺎ ﻳﺟﻌﻠﻪ‬ ‫ﻫﺫﺍ ﺍﻟﺗﻌﺎﻭﻥ‪،‬‬ ‫ﺍﻟﻣﺳﺗﻬﻠﻛﻳﻥ ﺃﻧﻪ ﺍﻵﻥ‪ ،‬ﻭﻋﻠﻰ‬ ‫ﻭﺃﻥﻣﻧﻔﺻﻠﺔ‪ ،‬ﺇﻻ‬ ‫ﻭﻅﺎﺋﻑ‬ ‫ﺍﻟﻣﻌﻠﻭﻣﺎﺕ‬ ‫ﻣﺗﻛﺎﻣﻝ‪.‬‬ ‫ﻟﻬﺫﻩ ﺍﻟﺻﻧﺎﻋﺔ‪ ،‬ﺧﺎﺻﺔ ﻭﺃﻥ ﺍﻟﻣﺳﺗﻬﻠﻛﻳﻥ‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ ﺑﺷﻛﻝ‬ ‫ﻣﻥ ﻫﺫﻩ‬ ‫ﻟﻠﻣﺯﻳﺩﺇﺩﺍﺭﺓ‬ ‫ﺍﻟﻭﺻﻭﻝﺑﺩﺃﺕ‬ ‫ﻗﺎﺩﺭﻳﻥ ﻋﻠﻰ ﻣﺗﺯﺍﻳﺩ‪،‬‬ ‫ﻫﺫﺍ‬ ‫ﻣﺳﺗﻣﺭﺍ ﻓﻲ ﻛﻳﻔﻳﺔ ﺇﺩﺍﺭﺓ ﺳﻼﺳﻝ ﺍﻟﺗﻭﺭﻳﺩ‪.‬‬ ‫ﺧﻼﻝ ﺷﺑﻛﺔ ﺍﻹﻧﺗﺭﻧﺕ ﺣﻘﻳﻘﺔ ﺍﺳﺗﺩﺍﻣﺔ ﺳﻠﺳﻠﺔ ﺍﻟﺗﻭﺭﻳﺩ ﻭﻛﻳﻑ ﺃﻧﻬﺎ‬ ‫ﻗﺎﺩﺭﻳﻥ ﻋﻠﻰ ﺍﻟﻭﺻﻭﻝ ﻟﻠﻣﺯﻳﺩ ﻣﻥ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ ﻋﻥ ﺃﻱ ﻣﻧﺗﺞ ﻣﻥ‬ ‫ﻣﺗﻛﺎﻣﻝ‪.‬‬ ‫ﻭﻭﺳﺎﺋﻝ ﺍﻹﻋﻼﻡ‬ ‫ﺷﺑﻛﺔ ﺍﻹﻧﺗﺭﻧﺕ‬ ‫ﻣﻧﺗﺞ ﻣﻥ‬ ‫ﻋﻥ ﺃﻱ‬ ‫ﺗﻭﻓﻳﺭ ﻫﺫﻩ‬ ‫ﺍﻟﺻﻧﺎﻋﺔ ﻳﺟﻌﻝ‬ ‫ﺧﻼﻝ ﻓﻲ‬ ‫ﺍﻟﻧﺎﺷﺊ‬ ‫ﺍﻻﺗﺟﺎﻩ‬ ‫ﺍﻻﺟﺗﻣﺎﻋﻳﺔ‪ .‬ﻓﻲ ﻅﻝ ﻫﺫﺍ ﺗﻌﺗﻣﺩ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺗﺄﺛﻳﺭﻫﺎ ﻋﻠﻰ ﻛﻝ ﻣﻥ ﺍﻟﺑﻳﺋﺔ‬ ‫‪29‬‬ ‫‪NOVEMBER‬ﺍﻻﺟﺗﻣﺎﻋﻳﺔ‪ .‬ﻓﻲ ﻅﻝ ﻫﺫﺍ ﺍﻟﻭﺻﻭﻝ ﺍﻟﻔﻭﺭﻱ ﻟﻠﻣﻌﻠﻭﻣﺎﺕ ﻭﺍﻟﻣﺗﺎﺡ ﻋﻠﻰ‬ ‫‪ 2014‬ﺍﻹﻋﻼﻡ‬ ‫ﻭﻭﺳﺎﺋﻝ‬ ‫ﺻﻌﻭﺑﺔ‬ ‫ﺃﻛﺛﺭ‬ ‫ﻓﺭﺩﻱ‬ ‫ﻣﺳﺗﻭﻯ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻣﻌﻠﻭﻣﺎﺕ‬ ‫ﺍﻟﺳﻬﻝ ﺍﻟﺗﺩﻗﻳﻕ ﻋﻠﻰ ﺃﻱ ﺍﻟﻁﺑﻳﻌﻳﺔ ﻭﺍﻻﺟﺗﻣﺎﻋﻳﺔ ﺍﻟﺗﻲ ﺗﻌﻣﻝ ﻓﻳﻬﺎ ﻫﺫﻩ‬ ‫ﺍﻟﻭﺻﻭﻝ ﺍﻟﻔﻭﺭﻱ ﻟﻠﻣﻌﻠﻭﻣﺎﺕ ﻭﺍﻟﻣﺗﺎﺡ ﻋﻠﻰ ﺍﻟﺩﻭﺍﻡ‪ ،‬ﻳﺻﺑﺢ ﻣﻥ‬

‫ﻣﻭﺿﻭﻉ ﺍﻟﻐﻼﻑ‬ ‫ﺍﻟﻐﻼﻑ‬ ‫ﻣﻭﺿﻭﻉ‬ ‫ﻣﻭﺿﻭﻉ ﺍﻟﻐﻼﻑ‬

‫ﻣﻭﺿﻭﻉ ﺍﻟﻐﻼﻑ‬

‫ﺍﻟﺗﻌﺎﻭﻥ ‪ -‬ﻣﻔﺗﺎﺡ ﻧﺟﺎﺡ ﺳﻼﺳﻝ ﺍﻟﺗﻭﺭﻳﺩ ﺍﻟﻳﻭﻡ‬ ‫ﺍﻟﺗﻌﺎﻭﻥ ‪ -‬ﻣﻔﺗﺎﺡ ﻧﺟﺎﺡ ﺳﻼﺳﻝ ﺍﻟﺗﻭﺭﻳﺩ ﺍﻟﻳﻭﻡ‬

‫ﺍﻟﺗﻌﺎﻭﻥ ‪ -‬ﻣﻔﺗﺎﺡ ﻧﺟﺎﺡ ﺳﻼﺳﻝ ﺍﻟﺗﻭﺭﻳﺩ ﺍﻟﻳﻭﻡ‬

‫ﺍﻟﺗﻌﺎﻭﻥ ‪ -‬ﻣﻔﺗﺎﺡ ﻧﺟﺎﺡ ﺳﻼﺳﻝ ﺍﻟﺗﻭﺭﻳﺩ ﺍﻟﻳﻭﻡ‬

‫ﺍﻟﺷﺭﺍﻛﺎﺕ ﻭﺍﻟﻌﻣﻝ ﺍﻟﺗﻌﺎﻭﻧﻲ ﻳﺳﻳﺭﺍﻥ ﻣﻌﺎ ﺑﺷﻛﻝ‬ ‫ﻭﺛﻳﻕ‪ ،‬ﺧﺎﺻﺔ ﻋﻧﺩﻣﺎ ﻳﺗﻌﻠﻕ ﺍﻷﻣﺭ ﺑﺷﻔﺎﻓﻳﺔ‬ ‫ﺍﻻﺳﺗﺩﺍﻣﺔ ﻓﻲ ﺳﻠﺳﻠﺔ ﺍﻟﺗﻭﺭﻳﺩ‪ .‬ﺍﻟﺧﺑﻳﺭ ﺑﻥ ﻭﺍﻳﻠﺩ‬ ‫ﻣﻥ ﺷﺭﻛﺔ ’ﺣﻠﻭﻝ ﻓﻳﺭﺳﺕ ﻛﺭﺑﻭﻥ‘ ﻳﻘﺩﻡ ﻟﻧﺎ‬ ‫ﺭﺅﻳﺗﻪ ﺍﻟﺷﺎﻣﻠﺔ ﻭﺍﻟﺗﻲ ﺗﻭﺿﺢ ﻛﻳﻑ ﺃﻥ ﺍﻟﺗﻌﺎﻭﻥ‬ ‫ﺍﻟﻣﺷﺗﺭﻙ ﻫﻭ ﺍﻟﻁﺭﻳﻕ ﺍﻷﻣﺛﻝ ﻟﻠﻣﺿﻲ ﻗﺩﻣﺎ‪.‬‬ ‫ﺗﺎﺭﻳﺧﻳﺎ‪ ،‬ﻟﻁﺎﻟﻣﺎ ﻛﺎﻧﺕ ﺇﺩﺍﺭﺓ ﺳﻠﺳﻠﺔ ﺍﻟﺗﻭﺭﻳﺩ‬ ‫ﺗﺗﻣﺭﻛﺯ ﺣﻭﻝ ﺍﻟﺣﺻﻭﻝ ﻋﻠﻰ ﺍﻟﻣﻧﺗﺞ ﺍﻟﻣﻧﺎﺳﺏ‬ ‫ﻟﻠﻌﻣﻳﻝ ﺍﻟﻣﻧﺎﺳﺏ ﻓﻲ ﺍﻟﻭﻗﺕ ﺍﻟﻣﻧﺎﺳﺏ‪ .‬ﻭﺃﻣﺎ ﻓﻲ‬ ‫ﻋﺎﻟﻡ ﺍﻟﻳﻭﻡ‪ ،‬ﺃﺻﺑﺢ ﻛﻝ ﺷﻲء ﻣﻌﺗﻣﺩﺍ ﺍﻵﻥ ﻋﻠﻰ‬ ‫ﺍﻟﻭﻓﺎء ﺑﻬﺫﺍ ﺍﻟﻭﻋﺩ ﻣﻊ ﺗﻭﻓﻳﺭ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ‬ ‫ﺍﻟﺻﺣﻳﺣﺔ ﻋﻥ ﻫﺫﺍ ﺍﻟﻣﻧﺗﺞ‪ .‬ﻫﺫﺍ ﻳﺷﻣﻝ ﺗﻭﻓﻳﺭ‬ ‫ﺑﻳﺎﻧﺎﺕ ﺗﻭﺿﺢ ﻣﺻﺩﺭ ﻭﻧﺷﺄﺓ ﺍﻟﻣﻭﺍﺩ ﺍﻟﺩﺍﺧﻠﺔ‬ ‫ﻓﻲ ﺗﺻﻧﻳﻊ ﺍﻟﻣﻧﺗﺞ‪ ،‬ﻛﻳﻑ ﺗﻡ ﺗﺻﻧﻊ ﺍﻟﻣﻧﺗﺞ‬

‫ﺳﻼﺳﻝ ﺍﻟﺗﻭﺭﻳﺩ ﺍﻟﻣﺳﺗﺩﺍﻣﺔ ﺍﻟﻧﺎﺟ‬ ‫ﺗﻠﻙ ﺍﻟﺗﻌﺎﻭﻧﻳﺔ‪ ،‬ﺣﻳﺙ ﻳﺷﺗﺭﻙ ﻛﻼ‬ ‫ﻋﻼﻗﺔ ﻋﻣﻝ ﺗﺟﺎﺭﻱ ﺗﻌﻣﻝ ﻋﻠﻰ‬ ‫ﺍﻷﻫﺩﺍﻑ ﺍﻟﻣﺷﺗﺭﻛﺔ ﻭﺗﻧﻔﻳﺫ ﺍﻟﺣﻠﻭ‬ ‫ﻋﻠﻰ ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ‪ ،‬ﺍﺳﺗﺧﺩﻡ ﻋﺩﺩ‬ ‫ﺍﻟﺗﺟﺯﺋﺔ ﻭﺍﻟﻣﻼﺑﺱ ﺍﻟﺑﺭﻳﻁﺎﻧﻳﺔ ﻫ‬ ‫ﺍﻟﺗﻌﺎﻭﻧﻲ‪ ،‬ﻭﺍﺑﺗﻌﺩﻭﺍ ﻋﻥ ﺑﺭﺍﻣﺞ ﺍ‬ ‫ﺍﻟﺗﻘﻠﻳﺩﻳﺔ‪ ،‬ﻋﻥ ﻁﺭﻳﻕ ﺗﻭﻅﻳﻑ ﻓﺭ‬ ‫ﻣﻛﺭﺳﺔ ﻟﺗﻁﻭﻳﺭ ﻭﺇﺩﺍﺭﺓ ﺑﺭﺍﻣﺞ ﺍ‬ ‫ﺍﻟﻣﻭﺭﺩﻳﻥ‪.‬‬

‫ﻳﻘﺑﻝ ﺍﻟﻣﺯﻳﺩ ﻣﻥ ﺍﻟﺷﺭﻛﺎﺕ ﻭﺍﻟﻣﺅ‬ ‫ﻭﺍﻟﻣﻧﻅﻣﺎﺕ ﻋﻠﻰ ﻣﺑﺎﺩﺭﺍﺕ ﺍﻻﺳ‬ ‫ﻟﻠﺣﺩ ﻣﻥ ﺍﻧﺑﻌﺎﺛﺎﺕ ﺍﻟﻛﺭﺑﻭﻥ ﻭﺗﻘﻠ‬ ‫ﺍﻟﻁﺎﻗﺔ ﻓﻲ ﺍﻟﺑﻧﻳﺔ ﺍﻟﺗﺣﺗﻳﺔ ﻟﺳﻠﺳﻠﺔ‬

FEATURE

12 trends shaping

logistics’ future As the world changes, the way business is done changes, impacting all our supply chains. Traditional trade routes are no longer relevant. Trade is now occurring in another part of the world and flowing from there.

Han Nabben, Damco – Logistics identifies new trends to adapt to

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orld exports as a percentage of global GDP showed a continuous growth trend from the mid-eighties of the last century, until 2008. Since then the growth stopped. Another indicator for trade, global capital flows between countries, achieved its highest point seven years ago. But times are changing. Growth will still be there, if you know where to find it.

According to McKinsey, approximately 600 cities are likely to realise 65 per cent of the global GDP growth by the mid-twenties. By then, the growing cities are predicted to add up to US$30 trillion to the world economy.

Incomes in developing economies never rose faster or at a greater scale in history and about a billion people are becoming part of consuming classes in roughly ten years’ time.

Macro-economic changes and shifts in trade patterns have their impact on global supply chains. They provide opportunities as well as challenges.

Let’s have a closer look at some developments in logistics that are directly or indirectly caused by changes in trade patterns, in GDP growth or in customer behaviour.

Growth patterns: Growth in the logistics industry is no longer driven by exports from Asia to North America and from Asia to Europe. It will come from elsewhere, and will be more fragmented, more unpredictable and more volatile. Economic and population

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growth will be increasingly centred in cities. Infrastructure is becoming a major determinant for growth.

Flexibility: Meeting consumer’s requirements at multiple locations with multiple transport modes at different times requires a flexible supply chain that can adapt easily to unexpected changes and circumstances.

Globalisation: International, mature and emerging markets have become a part of the overall business growth strategy for many companies. Going ‘international’ has become the standard and logistic solution providers need to enable that trend.

Near shoring: As labour costs in Asia and transportation costs rise, increasing amounts

of manufacturing are being brought closer to the end user.

Multi-channel sourcing: End-consumers increasingly source via multiple channels, ranging from brick and mortar shops to e-commerce. The logistics industry needs to support multi-channel strategies of their customers.

Information technology: The growing complexity and dynamism of supply chains requires increasingly advanced Information Technology solutions.

Continuity: To be able to secure speed to market and to reduce risk of delays, alternative transport modes and routes are required to support the continuing trend of outsourcing of logistics services.

Sustainability: Customers increasingly prefer products that are made and sourced in ‘the right way’; minimising business’ social, economic and environmental impact on society and enhancing positive effects.

Compliance: Anti-bribery and corruption legislation is having an increasing impact on supply chains, since multinational companies demand that no facilitation payments are made during the export of their goods, yet still seek to source from low cost countries, which are often also at the bottom of Transparency International’s global corruption index.

Partnerships: Manufacturers continuously search for supply chain innovations and gains through partnerships with logistic service providers.

End-to-end visibility: Complete visibility of the entire supply chain aspires to achieve true demand-driven planning, allowing efficient response to changes in sourcing, supply, capacity and demand.

Complexity: Supply chains are becoming increasingly complex and dynamic, with sourcing locations being changed increasingly quickly and purchase orders becoming smaller and more frequent.

These developments will have their effect on day-to-day logistics, and companies will need to prepare for ‘the new normal’ in supply chain management. With all these changes, staying up-to-date on the latest trends in logistics is more important than ever.

-www.supplychaindigital.com

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FEATURE

Staying ahead of If fashion is getting interesting now, the industry is going to multiply immensely in the near future. Raman Kumar, Acting MD and Finance Manager, Al-Futtaim Logistics, talks about the intricacies of being a successful service provider to the fashion business

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Fashion logistics in the region is seeing an upsurge ever since the area became recognised as one of the industry’s emerging markets. How do you see this industry being catered to logistically today as compared to in the past?

As a result of the dramatic penetration of leading fashion brands into the Middle East over the past four years, the region has become one of the strategic global hubs for international fashion brands.

A number of countries in the Middle East, today, have earned their position as global fashion players, which makes logistics one of the key elements to ensure that clients’ needs are met with lowest lead time and optimum inventory management for the retailers.

The need for international fashion brands to launch collections around the world simultaneously, including the Middle East, has prompted companies to

utilise strong supply chain solutions. Also, population diversity has created the need to manufacture a wide range of clothing lines and logistics play a key role in their delivery to markets around the world.

The evolution of logistics over the years has seen the profession grow from freight, warehousing and distribution into a more holistic discipline which stretches to deliver goods and services to the doorstep of the consumer driven by ecommerce business models.

How big is the market deemed to get in the next few years? The arrival of more names and brands will affect LSPs in what way, how are you prepared?

Dubai Design District is a mega project which every 3PL service provider should follow very closely. As a leading logistics provider, Al-Futtaim Logistics is ready for Expo 2020 with custom built facilities

A number of countries in the Middle East, today, have earned their position as global fashion players, which makes logistics one of the key elements to ensure that clients’ needs are met with lowest lead time and optimum inventory management for the retailers equipped with the latest technologies and extremely well trained associates. Our 250,000 sq metres warehouse is located within close proximity to the sea and airport.

It is well equipped with material handling equipment and our strategic network partner enable us to serve our customers in over 80 countries.

What sets major logistics companies apart from the rest? How are companies creating the differentiating factor?

Al-Futtaim group has global fashion brands under its umbrella which adds to our competence as a supply chain solutions provider for fashion brands entering the region. Our retail experience spans over 30 years and we have provided logistics services to many brands with whom we grew and conducted business over a long period of time.

Major logistics firms have wellestablished channels and networks to provide cost effective solutions in this demanding market. Al-Futtaim Logistics

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FEATURE

is able to meet and exceed the needs of customers from the fashion industry, especially brands that would like to establish a presence in the UAE by providing them with risk free, highly competitive logistics services with economies of scale.

Fast moving trends in fashion mean increased obsolescence in the way materials are handled in the warehouse. How does technology in the warehouse keep up with the speed with which fashion and trends change in the market place?

Companies have to stay ahead of the technology curve to keep up with the pace of a constantly evolving fashion industry. Modern technology methods such as real time inventory tracking merged with the forecasting of demand for a specific product has helped in meeting customer requirements. With the

34 NOVEMBER 2014

Companies have to stay ahead of the technology curve to keep up with the constantly evolving fashion industry. Modern technology methods such as real time inventory tracking merged with the forecasting of demand has helped in meeting customer requirements

latest technologies in place, retailers are able to project the exact inventory within stores and warehouses to cut on the cost by reducing lead time.

Our logistics services feature the latest technologies helping us to provide all the value added services in the warehouse i.e. labelling, kitting, barcoding, etc. With 100 per cent transparency to the customer. All those elements can be done simultaneously for multiple stores within various markets.

Without custom made systems built out of the experience in handling fashion brands, an LSP will find it challenging to survive in the market.

As production times reduce delivery times become tighter. How do you deal with these timelines? Please give us real life examples. Some exclusive brands order a low number of pieces each time meaning a fast rotating stock and frequent replenishment. How do you deal with this?

FEATURE

Our well networked freight routes give us a leverage to negotiate better lead times and rates for frequent drops. Our custom made warehouse clubbed with latest technology allows us to turn around the lines faster through a lean and efficient process. In addition to this, our wide fleet network helps us to make deliveries throughout the day 24/7 within the region.

When one hub is used by clients for multi-country consolidation and transfer, how are things managed?

A lot of our clients follow a multi-country consolidation model with Dubai being a base for the GCC and other countries in the region. Since Al-Futtaim Logistics offers a complete range of supply chain solutions including freight, clearance, warehousing to distribution, it becomes easier for us to bring in a synchronised model with cost effectiveness and reduced lead times.

In addition to this, value added services like labelling, kitting, barcoding etc., are done at a single point giving the stores a quicker response to merchandise the products immediately on receipt.

Run us through the entire process of handling a client’s fashion logistics in detail. What are typical time lines from the time of arrival of the consignment to the stock reaching the racks in store?

Every customer requirement is distinct.

Timelines purely depends on the customer requirements which determine the delivery turnaround time. It all depends on the value added services that are part of the service offer.

Accordingly, the whole process right from purchase order creation to movement of the shipment, inventory management in warehouse, delivery to distribution centres

or end users is customised as per the requirements of our clients.

When it comes to fashion logistics, we can go to the extent of providing anti-allergen storage solutions, to high standard of hygiene in the process of pick and pack up to the point of delivery for fashion brands.

What are current challenges for the industry? Any particular region-specific challenges?

Each region possesses its own challenges, be it regulatory or distribution constraints we did face them during the initial days of business.

Being an experienced player in the industry and having established store deliveries in many regions of the Middle East, we have come up with effective solutions to counter the challenges which this region offers by working closely with professional bodies and sustaining our relationships by contributing to policy making through professional memberships.

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Towards a sustainable

supply chain Sustainability in the supply chain is a big criteria for all stakeholders. Everything works out on paper, implementing it in real supply chains are where companies are facing problems.

Jessica Wollmuth and Velislava Ivanova of www.greenbiz.com provide tips on the way forward

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MANAGEMENT

S

takeholder pressure from investors, shareholders, customers and nonprofits to push sustainability into the supply chain has significantly increased in recent years, with a record number of shareholder resolutions on supply chains issued during the past two proxy seasons.

The recently launched Global Reporting Initiative (GRI) G4 Guidelines also requires an increased focus on sustainability throughout the supply chain. By managing and improving environmental, social and economic performance throughout supply chains, companies can conserve resources, optimise processes, uncover product innovations, save costs, increase productivity

and promote corporate values. Research shows the business case for supply chain sustainability is growing.

While more companies expand their sustainability programs to include suppliers, they struggle with implementation.

The UN Global Compact’s 2013 Global Corporate Sustainability Report finds that companies are increasingly talking about supply chain sustainability and making solid progress on setting expectations for suppliers. However, they are not yet supporting expectations with concrete actions that drive sustainability performance in their supply chain.

Incidents such as the factory collapse and fires in Bangladesh last year highlight the need for increased and urgent actions in this area. Incorporating sustainability into a company’s supply chain is complex but the failure to act may be the biggest risk of all.

Companies can take several initial steps to move toward sustainable supply chains:

1. Map your supply chain Many companies do not have a comprehensive understanding of the sustainability impacts of their supply chain. An early step is to inventory suppliers, identify the most significant environmental and social challenges they have, and prioritize efforts with suppliers.

New Balance Athletic Shoe Inc. reduced the number of suppliers it does business with, in part based on performance against sustainability criteria.

The company reduced its footwear supply chain by 65 per cent and is focused on forming strong, positive partnerships with its suppliers. Some criteria that may be helpful for prioritising suppliers include level of spending, importance to business continuity, and geography as a proxy for risk.

CH2M HILL established a supply chain sustainability strategy for evaluation and election of products, complete with procedures, tools, communications, training and metrics for reporting implementation progress.

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Since 2010, CH2M HILL has identified suppliers with strategic or preferred status based on volume and business impact. Tier One and Tier Two suppliers are required to provide information about their sustainability programs and demonstrate continuous improvement.

Suppliers are classified into four groups of environmental performance, with each incorporating specific key performance indicators (KPIs). CH2M HILL’s direct procurement organization has begun incorporating sustainability into the design, procurement and construction of projects by promoting the selection of suppliers and subcontractors that value sustainability.

2. Communicate expectations Focusing on sustainability within your supply chain is a great way to communicate corporate values and culture to your suppliers and customers. Establishing and communicating expectations through a supplier code of conduct is a critical step in involving suppliers in your sustainability efforts.

Many resources and tools have been created to assist companies with the development of a supplier code of conduct.

For example, the United Nations Global Compact publication, ‘Supply Chain Sustainability – A Practical Guide for Continuous Improvement’ [PDF], has guidelines and tips for writing and adopting a successful supplier code of conduct.

A new tool developed by the Global Environmental Management Initiative (GEMI) helps companies prioritize where in their organisation’s value chain they may have opportunities to improve supply chain sustainability, and then provides case studies of companies that have leveraged these opportunities.

3. Baseline supplier performance Once you know who your target suppliers are and have set compliance standards, collecting data from suppliers through a simple benchmarking questionnaire or self-assessment will provide you an understanding of your starting point.

Many organisations, such as retailers, major brands and the US Federal Government, have started evaluating the performance of their suppliers through questionnaires and surveys.

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By managing and improving environmental, social and economic performance throughout supply chains, companies can conserve resources, optimise processes, uncover product innovations, save costs, increase productivity and promote corporate values Increasingly, organisations incorporate all areas included in their code of conduct with special focus and weight in the self-assessments related to areas that are important to their business.

Our client work shows that more companies are aligning the content of their assessments with the GRI guidelines and CDP questionnaires. Some sectors, such as the electronics (Electronics Industry Citizenship Coalition Self-Assessment Questionnaire) and pharmaceutical (Pharmaceutical Supply Chain Initiative SelfAssessment Questionnaire) industries, have developed industrywide surveys to reduce the burden on suppliers of responding to multiple requests for information that varies in content and format.

The baseline assessments form the starting point for future programs to improve supply chain sustainability and help assess where the greatest need for improvement exists.

For example, Pacific Gas and Electric (PG&E) uses response from the Electric Utility Industry Sustainable Supply Chain Alliance survey to gauge performance of its top tier suppliers on important aspects of environmental performance, including greenhouse gas emissions, energy and water usage, and waste generation.

The information is used to compile the environmental metric in the annual scorecards for top tier suppliers and to identify opportunities to partner with

suppliers to advance business practices in target areas Communicating back to suppliers in a constructive way is critical for future engagement and provides encouragement for improvement.

4. Develop training and capacity building programs This is an important step in improving sustainability and driving behavioral changes throughout your supply chain.

Many external resources are available to

MANAGEMENT

support these efforts and some are tailored to specific sector needs.

In our experience, one effective way to transfer knowledge across the supply chain is to leverage the best practices and case studies from top performing suppliers at annual vendor conferences, via online training modules and through capacity building campaigns.

By showcasing the success stories of selected suppliers, companies not only recognize their efforts but also demonstrate the practical benefits of

sustainability initiatives to others in the supply chain.

For example, HP has established supplierand peer educator-run programmes that have provided training to a large number of workers. Since the start of their capacity building programme in 2006, HP has carried out 22 training programs in 12 countries on topics such as anti-discrimination, energy efficiency, labour rights and women’s health.

Through programmes conducted jointly with its first-tier suppliers, HP has already trained 155 second-tier suppliers, leveraging

the investment and knowledge-sharing efforts dedicated to Tier One supplier capacity building.

5. Drive performance improvement Once supplier baseline performance is understood, an audit programme can measure performance improvement over time. While in many cases, the selfassessments are completed by a corporate group, such as EHS, procurement or marketing, onsite audits can reveal local

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MANAGEMENT

practices, behavioural challenges and practical opportunities for improvement that are difficult to identify through questionnaires alone.

Once your organisation implements an audit program, be prepared to act on the findings by developing and executing corrective action plans by clearly communicating the results and your expectations to suppliers, developing a capacity-building program and, if necessary, terminating suppliers if noncompliance persists.

Assessments and audits paired with incentive programs that reward sustainability efforts have a greater ability to drive sustainability performance.

Encouraging transparency and selecting or awarding more business to suppliers with stronger sustainability performance can be very effective in driving improvement. Where this is not possible, incentives — greater access to your value chain, such as access to customers or clients — also can be effective.

In an effort to avoid audit fatigue and to provide a common framework for evaluation, some industries have developed common auditing and assessment tools.

For example, the Sustainable Apparel Coalition developed the Higg Index, a performance assessment tool for the apparel and footwear industries.

The Electronic Industry Citizenship Coalition has developed the validated audit process

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Incidents such as the factory collapse and fires in Bangladesh highlight the need for increased and urgent actions in this area.

Incorporating sustainability into a company’s supply chain is complex but the failure to act may be the biggest risk of all that covers both social and environmental performance and includes an auditor certification program to drive for further consistency in audits. Chemical companies have formed a joint initiative called Together for Sustainability (TfS), with the mission of developing and implementing a global supplier engagement program that assesses and improves sustainability sourcing practices.

6. Join industry collaboration Many companies recognize that complex supply chain challenges cannot be solved by individual efforts and that industrywide collaboration is required.

Working in a pre-competitive environment, peer companies that share similar supply chains can set common standards and best practices for sustainability performance

and allow suppliers to be evaluated on the same metrics. These collaborations help prevent audit fatigue, training redundancy and mountains of paperwork for suppliers working to meet similar requirements from their customers. Working with your industry peers is a great way to share knowledge about the sustainability performance of your suppliers.

The Zero Discharge of Hazardous Chemicals Programme (ZDHC), the Sustainable Apparel Coalition, theOutdoor Industry Association and the American Apparel and Footwear Association are a few examples of industry collaborations in the apparel and footwear sector.

CH2M HILL is the program manager for the highly ambitious ZDHC Joint Roadmap, which has grown from six founding brands (Adidas Group, C&A, H&M, LiNing, Nike Inc., and Puma SE) into a coalition that includes Esprit, G-Star Raw, Gap Inc., Inditex, Jack Wolfskin, Levi Strauss & Co., Limited Brands, Li Ning, M&S, New Balance Athletic Shoe, Inc., PVH Corp. and United Colours of Benetton.

These brands are working together to integrate higher standards of environmental and business practices for their industry by eliminating the use of 11 classes of hazardous chemicals from textile production by 2020.

If you have a more mature supplier sustainability program, your company can do even more: Develop and/or deploy robust tracking tools, including software solutions, to monitor supplier performance and improvement over time Perform a logistics assessment to determine where sustainability improvements can be made Integrate supply chain sustainability criteria into the procurement process Create a shift towards supply chain sustainability by leveraging your buying power and influence Expand your sustainability goals beyond your direct operations across your supply chain Encourage innovation But don’t get caught by the biggest risk of all: not acti

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ANALYSIS

42 NOVEMBER 2014

ANALYSIS

Analytics drive informed supply chain decisions Supply chains are overflowing with data, and even the most advanced organisations are struggling to keep up with the everaccelerating flow of information. Karin Bursa, VP at Logility, discusses the value of analytics to keep companies ahead of the supply chain curve

A

ccording to Google’s Eric Schmidt, there is an estimated five million terabytes of data on the internet, of which Google has only been able to index 0.004 per cent. Your personal sliver of that minute fraction comes to you via smartphones, tablets and computers. You may have a dashboard on your PC, along with notifications chiming from apps on your phone and tablet. We have come to rely on these indispensable systems to help us manage our lives, to parse through our slice of the information available. However, both dashboards and notification systems have two qualities in common: they are reactive and do not help us plan for what lies ahead.

Today’s supply chain is a crucial element of business. The supply chain has a seat in the board room and the percentage of

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ANALYSIS

supply chain executives reporting directly to the CEO has doubled in recent years. An effective supply chain is seen as a competitive differentiator, helping companies launch new products and enter new markets. Responsible for balancing working capital and service levels, the supply chain can literally make or break a company. While supply chain planning systems are forward looking, today’s supply chain teams are reliant upon reactive notifications that present what has already happened.

Structured and unstructured data hit the supply chain Supply chains are overflowing with data.

Structured data emerges from information generated by enterprise resource planning (ERP), supply chain planning, point-of-sale (POS), order management, or warehouse management systems. As favourable as these sources are, even the most advanced supply chain organisations still struggle to

An effective supply chain is seen as a competitive differentiator, helping companies launch new products and enter new markets. Responsible for balancing working capital and service levels, the supply chain can literally make or break a company keep up with and make sense of the everaccelerating flow of information.

When we add new, unstructured sources to the mix - private social networks such as Yammer and SharePoint, public networks such as Facebook, Google+, LinkedIn, and Twitter - we add a massive amount of new data that shapes or conveys buying intentions, provides clues to upcoming trends, and enables a more connected sales force to better predict the timing of orders and cancellations.

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All this timely information can help supply chain organisations tune demand and supply plans, finalise manufacturing plans, and support new product introductions, but it demands a vigilant focus on supply chain metrics and analytics. Drawing on structured and unstructured data, supply chain analytics can deliver rapid insights that help companies identify trends, potential disruptions and new competitive threats. This is the crucial ability to both report what has happened and predict what is likely to occur.

Beyond the supply chain control tower Only a few years ago, state-of-the-art best practice was to establish a centralised location, a supply chain Control Tower, where one could assess current supply chain status using KPIs and alerts to focus resources on important issues to resolve.

Today, analytics need to be a part of every step of supply chain planning. Analytics need to be everywhere - spanning echelons, encompassing historic, current and future

ANALYSIS

time horizons. Planners need to visualise their plans over time and understand how they relate to the goals established for the business, product family, geography, channel, etc, day in and day out.

Supply Chain Insights’ report,“Voice of the Supply Chain Leader 2014,” highlights the evolving nature of analytics.

According to this research,access to the right data and access to actionable analytics (Figure 1) are two of the top pain points facing today’s supply chain organisations.

The report also highlights the lack of ability to pair predictive analytics with visualisation to drive more informed decision-making.

Visualisation delivers powerful capabilities to supply chain planners including the ability to view the plan in the context of multiple factors, quickly see how the plan could change and where potential

NOVEMBER 2014 45

ANALYSIS

46 NOVEMBER 2014

ANALYSIS

bottlenecks may occur to reaching goals and objectives.

Looking into their crystal ball, the same executives pointed to data visualisation and increased supply chain visibility as two of the top trends impacting operations.

As valuable as the Control Tower concept is, advanced systems need to go beyond, making sense of the data and delivering the information planners require in the context of their role within the supply chain.

Planners may log into the system and check their dashboards; this is a great place to start the day and get an overview. The next step is to gain insight into what has occurred as well as what will happen today, tomorrow or six months from now.

What if?

What would happen if you change suppliers or move manufacturing from China to India? How would you react to a natural disaster or a new competitor launching in your category? These are questions you face every day, questions that require answers.

The traditional scenario planning cycles of once a quarter or worse, once a year, are not good enough in today’s market. Actionable analytics that go beyond telling what happened enable rapid scenario planning and the ability to simultaneously compare multiple scenarios. This takes a supply chain from scrambling to reroute production following a change in plan to simply enacting a plan B or C already in the system and shared throughout the network.

According to Supply Chain Insights, only eight per cent of companies surveyed are satisfied with their“what-if”scenario planning capabilities. This alarmingly low number shows just how exposed the vast majority of supply chains are to“changes in the plan.”

Social signals Social signals from sources like Chatter and Yammer can be used to stay ahead of changing customer preferences. The information can be presented throughout the planning process, incorporated into future views and used for rapid scenario planning. Social collaboration across the enterprise, its customers, and suppliers, allows companies to quickly share the right metrics, identify issues before they escalate

Analytics need to be a part of every step of supply chain planning. Analytics need to be everywhere - spanning echelons, encompassing historic, current and future time horizons and seize new opportunities. Analytics help teams align actions with the goals and objectives of the business.

According to Supply Chain Insights’ report, access to the right data and access to actionable analytics are two of the top pain points facing today’s supply chain organisations.

New products The typical cycle of one to two new product seasons per year has morphed into three, four or even six seasons per year depending on the industry. This creates greater reliance on historical sales data to plan for expected demand. It calls for immediate access to what is happening in the supply chain, as well as the ability to automatically visualise what is likely to occur. Rapid access to information combined with the ability to game-plan multiple scenarios can drive better replenishment, effective promotions and longer product life.

Analytics in action One company I recently spoke with described their supply chain journey as one of failed notions, spreadsheets and error fixing. Analytics were simply numbers in an Excel file. Little insight could be gleaned, and it was almost impossible to discern actions to be taken or what plans to develop.

The multi-billion dollar company recognised the problem and developed a plan of action to change their processes and technology. They started, as many companies do, with their ERP system. However, this led down the same worn path - the supply chain team found many of the answers they were promised were not available, or had to be custom developed. The company turned to expansive spreadsheets to augment the ERP

implementation. This approach led to more time spent seeking out formula and data entry errors than proactively planning the supply chain.

Advanced supply chain analytics utilise sources of structured and unstructured data to deliver rapid insights that help companies identify trends, spot potential disruptions and detect competitive threats in advance.

The company turned a corner, though, when it implemented a best-of-breed supply chain solution to manage demand, inventory, manufacturing, and replenishment planning. Besides greater depth and breadth of capabilities, analytics embedded throughout the system delivered the right information to the right user at the right time to drive actionable insights. The supply chain team went from a reactive, error checking process to a proactive planning process that now allows the team to focus on the metrics that matter.

This increased level of insight and supply chain visualisation helped the company understand the impact of each decision, delivered greater clarity on actual versus forecast, improved manufacturing throughput by discovering missed capacity, and helped reduce inventory while still meeting service level requirements.

Summary To stay in front of the market, supply chain teams must do a better job of looking forward and planning ahead. Supply chain analytics goes beyond providing KPIs on what has happened, to help predict what will happen. Analytics minimise guesswork and improve strategic, tactical and operations decision making.

Advanced supply chain analytics utilise sources of structured and unstructured data to deliver rapid insights that help companies identify trends, spot potential disruptions and detect competitive threats in advance.

Analytics everywhere is about delivering the right information to the right people whenever and wherever they are.

Does your supply chain team have instant access and visibility to the data that matters across the enterprise, its partners and suppliers?

If not, the time has come to go beyond Control Towers and spreadsheets to basing strategic actions on analysis of all the data, all the time.

-www.logility.com

NOVEMBER 2014 47

Y A D O T E IB

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ANALYSIS

safety in the supply chain How does our region deal with wastage of food before it reaches the customer? The culprit is the food supply chain.

Paul Kinsella, Director and Country GM of CHEP Middle East and North Africa, tells GSC about how streamlining the food chain could effectively reduce food wastage

NOVEMBER 2014 49

ANALYSIS

In the food supply chain, what are the many scenarios which cause food wastage? How can these be avoided?

At CHEP we see that there are three broad scenarios with regards to fresh produce which directly affect food wastage. The first is the maintenance of the cold chain during every stage of the supply chain, until it reaches the consumer. The second is the transit time that it takes for the fresh produce to move through the supply chain and the third is the general handling of the fresh produce in the supply chain.

All three of these are inter-related, which makes this challenge a journey and not a destination.

Maintaining the cold chain throughout the produce’s journey to the consumer is significantly impacted by the infrastructure available.

Having quality cold store warehousing solves a big part of the problem, but how the produce is handled and transported through the supply chain can adversely affect the product and ruin all the value that good warehousing brings. We see the speed at which the product can move through the supply chain as a significant opportunity for the industry as a whole. Utilising standardised platforms also assist with the reduction in food spoilage as the produce doesn’t need to be ‘reworked’ at each step of the supply chain.

By standardising to a specific crate, pallet or bulk container and all participants aligning to that footprint the product can move seamlessly through the supply chain providing a measurable increase in product shelf life. As an example, how many times have you picked up a punnet of strawberries at your favourite retailer only to find that 50 per cent of punnet is spoiled or bruised?

Strawberries lose more than seven days of shelf life if their temperature deviates by more than four degrees Celsius above the optimal transit/storage temperature. If the temperature deviates one to two degrees below this optimal temperature, they freeze and are spoiled.

This is just one example of how sensitive food is to temperature changes and how an efficient supply chain could provide

50 NOVEMBER 2014

a measurable improvement in on shelf availability/reduction in spoilage.

How do food supply chains in the region compare to international ones?

When we do a direct comparison of the MENA region to other geographies, we see pockets of excellence in the region, but not a cohesive supply chain.

In recent years there has been some significant investment on warehousing

Given the region’s dependency on food import, anything that can be done to reduce spoilage has a direct impact on the amount of food waste and the quality and on-shelf availability the consumers see at the retail shelf

ANALYSIS

infrastructure and border controls particularly in the UAE. This has meant that we see product moving under controlled conditions from the UAE, but value that the infrastructure has brought has been undone by poor border inspection processes and infrastructure.

We see a huge opportunity for industry to work with the governments to talk openly about where the inefficiencies lie in the current supply chain.

What challenges do you face in your routine operations in the region?

CHEP is a unique business as we help customers accelerate their supply chains by using standardised pooled equipment. Our equipment facilitates the seamless movement of produce through our customers supply chain. Our role as a service provider is to understand our customers challenges and to identify how and where a pooled solution

can be used to improve their supply chain and to eliminate waste.

In the fresh produce supply chain, this is even more important as even a slight deviation in temperature can cause spoilage resulting in a loss of the shipment.

We find getting alignment between parties to be our greatest challenge as standardization can be a difficult road.

Ironically standardization is everywhere in our daily lives, but in the regional supply

NOVEMBER 2014 51

ANALYSIS

chain we see so much variation even on the most basic level – for example pallet standards and vehicle sizes as example – which inevitably results in inefficiency and result in increased waste.

The consequence of all this waste we see in the price we pay for our produce at the retail store, so there is a financial and a moral incentive to improve these areas.

The amount of food that is wasted within the supply chain before it reaches the consumer

52 NOVEMBER 2014

is difficult to quantify but even without being able to quantify this waste, given the hunger in the world today, anything that can result in more food being available to the market is a humanitarian obligation on the part of business and consumers.

What areas does this region lag behind in?

Given the region’s dependency on food import, anything that can be done to

reduce spoilage has a direct impact on the amount of food waste and the quality and on-shelf availability the consumers see at the retail shelf.

We see a significant role for standardization, so that produce doesn’t need to be re-handled.

For example, the use of returnable produce crates (RPCs) means the produce can be packed by the grower into the crate and it’s the same crate that the consumer picks from in the store.

ANALYSIS

Analytics need to be a part of every step of supply chain planning. Analytics need to be everywhere - spanning echelons, encompassing historic, current and future time horizons

This means the produce has fewer touches, which typically equates to better quality produce.

We also see a role for the GCC Council and the various governments and municipalities to drive efficiencies at the border crossings and internally within the various countries.

Inspections at the border are a fact of life in the region, but the maintenance of the cold chain during these inspections is critical to the produce arriving in a sellable state.

There is a significant role for the governments to play in ensuring food can cross geographical boundaries easily and efficiently so that the food can arrive fresh to the consumer, and the corresponding reduction in food waste is a significant benefit.

How important is this region in terms of having superior cool chain handling capabilities?

Maintaining the cold chain of fresh produce is critical to the quality the consumers see on the shelf.

Given the regions climatic conditions it makes it even more important as the extremes of temperature that we see can adversely affect fresh produce in a matter of hours.

The region’s dependency on food imports means that unless we become experts in cold chain/fresh produce supply chain, we run the risk of having high food inflation or worse, food shortages, as demand increases while food production remains relatively constant globally.

What solutions have you devised at CHEP, having studied all the flaws in the system?

Regionally we have made food waste one of our strategic priorities. We see this as both an opportunity for the business as well as a social obligation.

With food security becoming such an important issue for governments, we see anything that we can do to assist to improve the quality and availability of fresh produce as a win for all parties.

CHEP has been using its RFID tracking solutions in South Africa to monitor and

NOVEMBER 2014 53

ANALYSIS

track cooler boxes to ensure product security and to actively manage the cycle time that fresh produce spends at each link in the supply chain. By our asset tracking we are able to provide visibility to our customers of where potential bottle necks are in their supply chain.

We have also been working on other monitoring systems integrated into our platforms to provide a secondary verification of temperature that the load has experienced.

Any ‘events’ the customer can identify quickly and take action accordingly. We see opportunity for this technology in a number of industries where the cold chain needs to be maintained in order to ensure the quality of the product.

We have also been trialing thermal blankets and cooler boxes, which allow customers to use standard trucks instead of refrigerated vehicles to transport temperature sensitive product. This means mixed loads of ambient and cold chain products can be transported together, without either being adversely affected, or the transportation having to be refrigerated.

54 NOVEMBER 2014

There is also further opportunity to improve vehicle fill through standardised load platforms which result in improved cycle times at distribution centers, and retailers alike.

What are the sustainability and environmental aspects of your solutions?

Numerous studies have demonstrated that a pooled equipment solution are more sustainable as compared to disposable packaging in the majority of cases. Because we inspect, wash, repair and re-use our equipment and its shared over numerous participants in the supply chain, there are substantial environmental and cost benefits in the form of reduce carbon footprint, improved vehicle fill and as a consequence, less food/product waste through damages.

At CHEP we pride ourselves on our sustainable solutions, as an example we as an organization committed in 2012 to be sourcing 100 per cent sustainable timber for our pallet division within five years.

As of 2014, we achieved 95 per cent

compliance globally to this target and we are on track to achieving this well ahead of our 2017 target. In the MENA region we are 100 per cent compliant to this objective today, which we are understandably extremely proud.

We are also undertaking some trials in the coming months on an innovative vehicle racking solution which will help industry to improve their vehicle fill ratio which will result in lower transport costs per carton/pallet.

We will be holding workshops with our customers and with industry groups over the next 12 months to identify new potential areas of improvement which the industry can benefit from.

At CHEP we are fortunate to work across all types of supply chains and, as such the solutions that work in a specific industry may be transferable to another industry – some of what we are working on today with fresh produce, we hope to help other industries that handle and move other temperature sensitive products.

EVENT

Himoinsa Middle East celebrates

The company opens new offices in Dubai in order to be prepared to handle the surge in business prospects in the region

56 NOVEMBER 2014

O

ver the last 10 years, the company has been steadily increasing its volume of sales.

About 4,000 generator sets and lighting towers have been delivered to the distributors and rental companies that Himoinsa works with in the UAE, Saudi Arabia, Yemen, Oman, Iran, Afghanistan and Pakistan.

Although the turnover figures for 2014 have not yet been published, the company expects to achieve a volume of sales similar to 2013, when turnover was up by 25 per cent, compared with 2012. The Middle East is a very important market for Himoinsa.

According to data for the last financial year (2013), the Middle East accounted for 10 per cent of Himoinsa Group’s total sales.

The market in the Middle East is also constantly growing. In 2013, countries, such as Saudi Arabia, imported generator sets worth 429,225,247 Euros ($547,276,445), according to data from the UN Comtrade Database. Of this amount, imports from the EU totalled 168,474,365 Euros ($214,789,525.69), with France, Spain, Germany and Italy being the main European exporters of generator sets to Saudi Arabia.

Other regions, such as the UAE, imported generator units worth 137,930,281 Euros ($175,817,037) from Europe, according to the UN Comtrade Database. According to forecasts, demand for generator sets in the Middle East is set to grow in the coming years.

years

“We are continuing to grow our presence in this market. We have won the trust of major companies in the Middle East, which choose us for our quality products and service,� explains Guillermo Elum, Sales & Marketing Director. The company has recently been chosen to supply generator sets for major construction projects in the Middle East.

As just one example, in the coming weeks, Himoinsa will deliver seven of the 36 generator sets purchased by Railways

Infrastructure Instalaciones y Servicios S.L. to supply power along several stretches of the Mecca-Medina High-Speed Rail construction project in Saudi Arabia. This project involves 444 km of track, which will be used by 166,000 people per day.

Generator sets for desert areas – designed to withstand high temperatures Himoinsa currently counts major companies like Famco, Gulf Equipment and rental

companies, such as PEAX, among its customers in the Middle East, a market that requires equipment with specific characteristics due to the high temperatures in the region.

“We are prepared to work in the extreme conditions of the Middle East, being able to withstand the daytime temperatures of 50ºC is essential,” says Keith Webb, General Manager of Himoinsa Middle East.

“Equipment for desert areas demand special attention, apart from the heat,

other factors such as humidity can cause problems if not given due consideration, dust is also a factor that can clog filters and accumulate in the mechanisms and affect performance.”

Himoinsa generator sets for desert climates are designed with tropicalised radiators with double varnish and anticondensation heaters. The alternator air filters are specially treated to prevent dust from entering and to ensure uninterrupted power supply.

NOVEMBER 2014 57

EVENT

Rino Sabatino, CEO of RAKIA (left); Highness Sheikh Saud Bin Saqr Al Qasimi, Supreme Council Member and Ruler of Ras Al Khaimah (middle), Chairman of the Board of RAKIA (right)

RAKIA is 10 A Highness Sheikh Saud Bin Saqr Al Qasimi, Supreme Council Member and Ruler of Ras Al Khaimah (left), Chairman of the Board of RAKIA (right)

RAKIA launches celebrations to mark 10 years at event organised under the patronage of His Highness Sheikh Saud Bin Saqr Al Qasimi and receives Best Free Trade Zone GCC award 58 NOVEMBER 2014

t a gala event celebrating 10 years of excellence, the Ras Al Khaimah Investment Authority (RAKIA) reaffirmed its unwavering commitment to drive foreign direct investment into the emirate, as well as to strengthen the emirate’s position as a regional and international hub for industry, trade and commerce.

Having invested AED1b (US$2.7b) to date in developing 30 million sq metres of land in its Al Hamra and Al Ghail industrial parks, Ras Al Khaimah Investment Authority signaled its intention to channel substantial resources into enhancing its physical assets and services.

The event at the Al Hamra Convention Centre was graced by His Highness Sheikh Saud Bin Saqr Al Qasimi, Supreme Council Member and Ruler of Ras Al Khaimah.

More than 100 distinguished guests were in attendance, including Their Excellencies Alexander Efimov, Ambassador of the Russian Federation to the UAE, and Adam Krzymowski, Ambassador of Poland to the UAE, who were present to honor RAKIA’s achievements in the last 10 years.

His Highness Sheikh Saud Bin Saqr Al Qasimi, Supreme Council Member and Ruler of Ras Al Khaimah said, “Our vision, when we set up RAKIA 10 years ago, was for it to contribute to the growth of Ras Al Khaimah by facilitating and encouraging investment here. By turning this vision into reality, RAKIA has made an important and lasting contribution to the success of Ras Al

Khaimah, and I look forward to the next ten years of further growth and success.”

Delivering the welcome address at the event on October 22, in the presence of His Highness Sheikh Ahmad Bin Saqr Al Qasimi, Chairman of RAKIA, Rino Sabatino, CEO of RAKIA said,“As we look toward the future, we have aggressive growth plans.

We intend to increase the number of new licenses issued by 50 per cent in the next five

years. In order to support this growth, we will seek to aggressively invest in infrastructure development in Al Ghail, the newer of our two industrial parks and the jewel of RAKIA moving forward,”added Sabatino.

RAKIA’s accomplishments have led to an accolade of awards in the past. At the event, Sabatino revealed that RAKIA was recently named Best Free Trade Zone in the GCC by the London-based International Finance

Magazine. RAKIA came ahead of five shortlisted free-zone authorities based on its economic potential, promotional strategies for foreign direct investment, transportation links, incentives and cost-effectiveness.

With an impressive 95 percent of the land in Al Hamra industrial park leased out, RAKIA continues to evolve to meet the increasingly sophisticated requirements of the potential investor in the Middle East.

NOVEMBER 2014 59

UNWIND

Simplify and engage Melvina Tarazi, VP, Head of Business Development and Industries, SAP, shares valuable insights on her leadership and management style

Which school and university did you go to?

I actually finished school here in the UAE – Choueifat Sharjah. I then attended the Massachusetts Institute of Technology My de-stressing in the US, where I obtained a Bachelors technique is and Masters in usually to revisit Computer Science and Engineering. priorities, work In addition, I had on things of a chance to take many courses at higher priority. the Sloan School of Management.

Walking on the

beach allows me to process my thoughts and plan accordingly.

What was your first job?

I started my career programming and developing software products. The product was the second generation tool developed by Oracle called Oracle Reports 2.0.

60 NOVEMBER 2014

What do they not teach you in business school?

University in general and business school in particular teach you to analyse and solve problems in a structured way.

This is a science that can quickly become an art if you are asked to ‘simplify’ the problem and solution. However, what business school fails to teach you is the people aspect. How to engage with people? How to listen and interact? How to reach out to the emotional intelligence in your dealing with people.

The other key area that one learns from experience is people management and leadership.

I believe many of those skills are innate in a person and get molded very early in life.

managers would do one or the other. Another critical area is time management and setting priorities correctly, working on the big rocks first.

Who is your role model?

Why? Steve Jobs. He dared to be different. He continuously pushed the envelope to innovate, to simplify and continuously engage with the consumer.

What do you find encouraging?

People with a fighting spirit; people that are not afraid of failure and keep trying.

How well do you handle stress? What is your fool proof method of de-stressing?

I am usually very calm and able to handle stress or multi-task well. Stress usually rises when you are asked to process a huge number of requests at the same time. The key is know when to say ‘No, I simply cannot get this done’. My de-stressing technique is usually to revisit priorities, work on things of higher priority.

Walking on the beach allows me to process my thoughts and plan accordingly.

What is your leadership style?

Transformational. I continuously challenge my team to go beyond the boundaries of their job profile.

I work with my team to create the vision, however I inspire through passion and excitement.

How do you spend your free time?

Free time for me is family time, more specifically time spent with the kids being active. As a family, we love sports and we spent time biking, playing tennis and on the beach. Dubai is great for that seven months of the year.

What do you think is most important for being an effective manager?

Lead by example to manage your team, continuous communication to manage upwards. Doing both is not easy, most successful

What is at the top of your agenda right now?

Work-life balance – I am continuously looking for ways to get a better balance and ensure that I am honest with my time towards work and family.

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of high bay storage facility of fully automated frozen (0 to -30 degrees) pallet positions with state of the art crane & conveyor system

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