为采购制定正确的数字资产战略

© 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. Thisarticle focuses onDimension 12 — Embedding ESGin procurement data and digital asset 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 Wyman3Our latest Sustainable Procurement surveyof 300+ chief procurement officers worldwidehighlighted a growing momentum in implementing environmental, social, governance(ESG) topics. Four out of five companies now report that they have started to convert theirsustainability ambitions into procurement objectives. Increasingly, procurement is beingmobilized to help meet the targets of the sustainability roadmap.In our previous paper, we focused on how to reinvent procurement performancemonitoring to track progress in meeting sustainability targets. That paper explored thedifferent approaches for doing so, comparing the use of aggregated ratings with granularindicators. This article explores the options available for crafting the digital asset strategyneeded to embed ESG in procurement data. This choice is critical to determining theeffectiveness ofmonitoring.HOW TO USE FRAMEWORKS AND TOOLSfor sustainable procurement dataIn our judgement, no company should seek tomanage single-handedly all the data required tomonitor progress in sustainable procurement. Thequantity and complexity of data involved can beoverwhelming. Fortunately, industry frameworksand alliances, when combined and integrated withdata tools available in the ProcureTech marketplace,can help make this task more readily manageable.It has been assumed that procurement has notonly already adapted the corporate sustainabilityobjectives and targets to the purchasing and supplychain realm but has also prioritized these objectivesin terms of those most critical to sustainability ineach purchasing category. This being done, thenext task is to start identifying the necessary digitalassets required to fulfil the monitoringrequirements. © Oliver WymanIDENTIFY THE MOST APPROPRIATE TOOLSfor powering your sustainable procurement strategyFirst a home truth. There is no point in seekingthe perfect tool or digital suite. Currently, thereis no such tool. The place to start your journey isby defining the exact needs you wish to address, andthen selecting and integrating various digital assetsthat, collectively, can meet these needs. Most toolswill address one specific angle or issue. Today’sProcureTech landscape can be grouped looselyinto fivecategories:Sustainabilitymanagementto integrate and monitorall sustainability-relatedprocurement initiativesusing an integrated dashboardCarbonand environmentalfootprint measurementto drive performance andtrack net-zero commitmentsand science-based targetsSupply chain traceabilityand transparencyto shed light on theentire supply chain, notjust Tier 1 suppliers, inorder to take enlightenedsourcing decisions Supply chainrisk monitoringto systematize andindustrialize the identificationand monitoring of risksthroughout the value chainLife-cycle analysis andmaterials intelligenceto conduct materialsreview and life-cycleanalysis to identify thebest sourcing options andpotential alternatives 4 © Oliver WymanThere are many more choices within each of thefive categories. For instance, a number of toolsare tailored to one product or industry, such as,focusing on the traceability of plastic materials, thefood industry, or on materials origin in the fashionindustry. While such tools cannot be customized tomeet the needs of individual companies, they stillprovide a powerful resource when their scope alignswith your challenge. In addition to individual tools,a number of companies provide digital suites.BUILD YOUR OWN CAPABILITIESto serve specificneedsDespite the wide range of ProcureTech toolsavailable t