通过ESG类别战略推动可持续成功

© Oliver WymanOUR SUSTAINABLE PROCUREMENT MATURITY FRAMEWORKFollowing from our last year’s report on sustainableprocurement, Procurement’s Journey to Sustainability,we wished to go one step further and dive deeperto understand the degree of progress procurementis making in Environmental, Social and Governance(ESG). In last years analysis, we talked to well over300 Chief Procurement Officers from around theworld, representing all the main industries.In order to assess their current level of maturity, weasked them where they believe they stand on eachof the twelve areas highlighted in Oliver Wyman’sSustainable Procurement Maturity Framework,in terms of Track, Act, Impact, and Operate.This article focuses onDimension 3 — Drivesustainable success with ESG category strategy.OPERATEConvert ESG-relatedcompany ambitions intoprocurement objectivesBuild arobust baselineChampion changeinternallyacross allbusiness functionsand initiativesAccelerate changeexternallythroughthe entire ecosystemEmbed ESG incategory strategyEmbark, engageandchallengesuppliersTeam up with partnersto share ESG-relatedbest practicesExplicitly state yourgoalsand pledgeto suppliersReinventprocurementperformancemonitoringtowardsESG-adjusted TCO1and EP&L2Upskill teamsto better engagesuppliersEmbed ESG inprocurement dataand digital assetstrategyEmbedsustainabilityin core procurementprocessesACTIMPACT1. Total cost of ownership. 2. Environmental profit andloss © Oliver Wyman1Environmental, social, and governance (ESG) is now firmly established at the heart of howbusiness and procurement are conducted. Sustainability is now of primary concern tothe corporate world. As highlighted in a recent global survey by Oliver Wyman of morethan 300 chief procurement officers (CPOs), 80% are focused on realizing sustainabilityobjectives. Prioritizing ESG not only enables CPOs to mitigate risk, enhance reputation andcomply with regulation, but can also enable a company to capitalize on innovation, growth,and efficiencyopportunities.Conversely, businesses that fail to give sufficient focus to ESG face potential risks that canresult in loss of customer trust or business opportunities. Missed ESG targets can alsohave regulatory consequences, while suppliers that fail to keep up with evolving standardscan quickly find themselves out of step with the needs of their supply chain co-players.In sum, while non-compliance is no longer a valid option, ESG leadership can producevaluable businessbenefits.As we mentioned earlier in this series, procurement has the potential to drive ESGthroughout the company. A prior condition is that ESG should first be thoroughly integratedinto procurement, starting with category management. Working closely with some of themost renowned CPOs, we have identified six levers that will ensure clear ESG focus incategory management.Start by defining the scope of youreffortsFirst define the purpose of your sustainability effortsand how this fits your company’s overall strategy.The scoping exercise should include a comprehensiveanalysis of all the major categories of spend, such asraw materials, transportation, energy, and services.The next step is to identify the key set of initial ESGgoal and its focus. By this, procurement avoids toweaken its ESG impact. The set can be extendedthrough the ESG journey.Align procurement’s ESG endeavors with theorganization‘s goals. This means locating procurement’sESG ambition within the larger corporate context,evaluating the risks and opportunities associatedwith each procurement category. 3 Engage with coresuppliersStart by focusing on the handful of suppliersearlier identified as having the most impact onthe ESG category goals. Concentrate initially onTier 1 suppliers: A sustainability leader in theenergy sector, for example, is focusing on 50 oftheir critical suppliers out of a total of 22,000and monitors them closely for ESG measures.To ensure a realistic evaluation, the assessmentof ESG practices should be performed throughbusiness specific and detailed framework andavoid ‘one-size-fits-all’ questionnaires thatmainly touch the surface. This will help establishgood practice that can later be extended andpassed up the supply chain to the other tiers.Based on your initial set of goals, define theESG criteria that suppliers need to comply within order to obtain their “license to operate”. 3 © Oliver WymanConsolidate the supplierbaseDue to the potential complexities of ESGimplementation, in many circumstances itis helpful to streamline your supplier base.The extent of this reduction will depend onyour specific circumstances. For instance,a top player in the sports apparel industrychose to cut the number of its suppliersby half in specific categories. This enablesthe sustainability team to monitor ESGprogress more closely and concentratetheir efforts and resources on critical andpromising suppliers.Additionally, consolidating spend on arelatively limited number of vendors willhave positive effects on cost perfo