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The strategy P&G deliberately took was to bring greater sustainability into their supplier management processes to the product and process level while also concentrating on cost reduction and supplier efficiency. This strategy paid off very well in European markets where sustainability standards and requirements are exceptionally high and more stringent compared to the United States (Neto, Walther, Bloemhof, van Nunen, Spengler, 2010). When these benefits are taken over the long-term, they being to also influence product development and lead to even more aggressive goals being set and achieved. P&G has specifically focused on using its supply chain to fuel the development of Sustainable Innovation Products (SIP). Figure 2 from the latest Sustainability Report shows how successful this strategy continues to be for nurturing new innovation.
Figure 2: Sustainable Innovation Products Developed From Supply Chain Initiatives
Conclusion
P&G's focus on the sustainable supply chain has given them the ability to not only better manage logistics, reverse logistics for packaging cost savings, and fuel consumption, it has also allowed the company to reap the benefits of more energy-efficient operations. The company's continual growth in the area of Sustainable Innovation Products (SIP) is also exceptional in that the advances made in packaging, composition of products, and the cost structures to enable a sustainable supply chain are all working towards greater profitability as well
(Wolf, Seuring, 2010). Finally all the efforts to create a more scalable and effective supply chain have also...
(2009). Functional product enrichment and supply chain disorganisation: Two barriers for sustainable design. International Journal of Product Development, 7(1), 149.
Chen-Lung, Y., & Sheu, C. (2007). Achieving supply chain environment management: An exploratory study. International Journal of Technology Management, 40(1-3), 131.
Found, P., Hines, P., Griffiths, G., & Harrison, R. (2008). Creating a sustainable lean business system within a multi-national group company. IIE Annual Conference.Proceedings,, 302-307.
Kumar, K., & van Dissel, H.,G. (1996). Sustainable collaboration: Managing conflict and cooperation in interorganizational systems. MIS Quarterly, 20(3), 279-300.
Meehan, J., & Bryde, D. (2011). Sustainable procurement practice. Business Strategy and the Environment, 20(2), 94.
Neto, J.Q., Walther, G., Bloemhof, J., van Nunen,, J.A.E.E., & Spengler, T. (2010). From closed-loop to sustainable supply chains: The WEEE case. International Journal of Production Research, 48(15), 4463.
Segran, G. (2009). Innovating the green supply chain: Where cold becomes the new hot. Fountainebleau, France, Fountainebleau: INSEAD.
Wolf, C., & Seuring, S. (2010). Environmental impacts as buying criteria for third party logistical services. International Journal of Physical Distribution & Logistics Management, 40(1), 84-102.
References
Bertoluci, G., & Millet, D. (2009). Functional product enrichment and supply chain disorganisation: Two barriers for sustainable design. International Journal of Product Development, 7(1), 149.
Chen-Lung, Y., & Sheu, C. (2007). Achieving supply chain environment management: An exploratory study. International Journal of Technology Management, 40(1-3), 131.
Found, P., Hines, P., Griffiths, G., & Harrison, R. (2008). Creating a sustainable lean business system within a multi-national group company. IIE Annual Conference.Proceedings,, 302-307.
Kumar, K., & van Dissel, H.,G. (1996). Sustainable collaboration: Managing conflict and cooperation in interorganizational systems. MIS Quarterly, 20(3), 279-300.
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