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Terr says...

(3BLMedia/theCSRfeed) December 1, 2009 - Princeton, NJ and Burlington, VT – Kaplan EduNeering, a leading provider of compliance and knowledge management solutions, and Seventh Generation, a pioneer and leader in sustainability, announced the launch of their new Sustainability Institute.  The Kaplan EduNeering/Seventh Generation Sustainability Institute (www.InstituteSustainability.com) will provide business and governmental managers, employees, subcontractors and supply chain partners with best practices and specialized training in the development and implementation of sustainability initiatives.

“Sustainability is a holistic, systems-based learning approach to living well today by employing business practices that enable future generations to live better tomorrow,” said Lisa Clune, President of Kaplan EduNeering. “The Kaplan EduNeering/Seventh Generation Sustainability Institute provides practical guidance and training for business practices that are responsive to the principles of sustainability and to the financial expectations of stakeholders.” 

“There is now compelling evidence that sustainable companies enjoy a competitive advantage over organizations that continue to embrace an exclusive focus on short term profits,” said Jeffrey Hollender, Executive Chairman of Seventh Generation. “That business paradigm is now seen as counterproductive, not only for society and the natural world but also for company stakeholders. Organizations are beginning to understand that responsible corporate behavior has become a business imperative and that it will only become increasingly more important in the future.”

Although recent studies confirm the belief among business professionals that environmental, social and governance activities create shareholder value and increase consumer loyalty, a study by MIT Sloan Management Review and Boston Consulting Group reports that only 30% of firms are implementing sustainability practices.

The Kaplan EduNeering/Seventh Generation Sustainability Institute provides:

•    An online library of courses, including Sustainability 101, Sustainable Supply Chain and Greenhouse Gas Management.  Each of these modules addresses one of the essential business practices in an effective sustainability program. The Sustainability Institute courses are also a good primer for companies seeking distribution with Wal-Mart and that must adhere to Wal-Mart’s Sustainability Index.   Kaplan EduNeering is a pioneer in online learning and has developed more than 4,000 custom courses and learning exercises for its clients and a library of 550 standardized compliance and regulatory courses.

•    Ten video modules for ongoing sustainability learning, with topics ranging from “Developing a Sustainability Mindset” to “Be Transparent.”  The video series includes five modules centered on sustainable business practices.  Each of these modules addresses one of the essential business practices in an effective sustainability program.  The videos feature Jeffrey Hollender, Seventh Generation’s co-founder and current Executive Chairman.  As the company’s Inspired Protagonist, Jeffrey has advised Fortune 500 companies and authored best-selling books including  How to Make the World a Better Place: A Guide for Doing Good and What Matters Most - How a small group of pioneers are teaching social responsibility to big business - and why big business is listening.  Jeffrey’s newest book, The Responsibility Revolution, is scheduled for publication in March 2010.

•    An online toolkit called the Sustainability Communication CoachSM (SCC), which includes articles, brochures, mini-training modules, case studies and other resources to develop and sustain an ongoing, enterprise-wide sustainability communications program. The SCC is modeled after Kaplan EduNeering’s widely used Ethics Communication CoachSM, which now includes 2,000 tools and celebrates its ten-year anniversary in 2009.

•    Optional services, including sustainability consulting, through Seventh Generation’s professional staff and an exam prep package for the LEEDv3 (Leadership in Energy and Environmental Design).  A Green Associate certificate awarded by the Green Building Council can be provided by Kaplan AE Education.

“The gap between ‘recognizing’ the value of sustainability and ‘achieving’ that value is costing businesses around the world billions of dollars in lost profits,” said Lisa Clune.  “The Kaplan EduNeering/Seventh Generation Sustainability Institute provides the broad resources to help companies understand and achieve the tangible benefits of sustainable business practices.”

About Kaplan EduNeering
Kaplan EduNeering (www.kaplaneduneering.com) is part of Kaplan, Inc., a leading global provider of educational services to individuals, schools and businesses.  Kaplan is a subsidiary of The Washington Post Company (NYSE: WPO). Kaplan EduNeering develops technology-enabled knowledge solutions for assuring regulatory compliance and improving business performance. Kaplan EduNeering is headquartered in Princeton, NJ, and has offices in Houston, TX, Bloomsburg, PA, and London, UK. 

About Seventh Generation
Seventh Generation is a leader in corporate responsibility and sustainable business practices and is committed to being the most trusted brand of household and personal-care products for your living home. It derives its name from the Iroquois belief that "In our every deliberation, we must consider the impact of our decisions on the next seven generations."

For information on Seventh Generation cleaning, paper, baby and feminine personal care products, to find store locations, and explore the company's website visit www.seventhgeneration.com. To read more about Seventh Generation's corporate responsibility, visit the Corporate Consciousness Report at:  www.seventhgeneration.com/corporate-responsibility/2008.

Filed under: Supply Chain

Filed under: supply chain

Terr says...

Corporate Social Responsible News: Harrah's Travelife Gold Awards; Gates Foundation Grants for Ag Development; AMR Research's Supply Chain Conference


Filed under: Supply Chain

pressehof says...

Frankfurt am Main - Als Teil einer Initiative zur Verbesserung der Kommunikation mit den Lieferanten implementiert die britische Co-operative Group die Business-to-Business-(B2B)-Lösungen von Axway. Das Unternehmen automatisiert damit seine Prozesse und etabliert dynamische Vernetzung zwischen den 3.000 Lebensmittelgeschäften und deren Partnern. Darüber hinaus integriert Co-operative Group die Business-Activity-Monitoring-(BAM)-Lösung von Axway in ihre Infrastruktur, um die Visualisierung ihrer Geschäftsprozesse und Supply Chain zu steigern.

Die Plattform auf Basis der Axway-Lösungen automatisiert kritische Geschäftsprozesse und Dokumente wie Aufträge, Lieferavisen,...

Co-operative Group setzt auf B2B-Lösung von Axway für verbesserte Kommunikation mit Lieferanten und Supply-Chain-Visualisierung bei Pressehof komplett lesen

Filed under: Supply Chain

RodrigoLeme says...

O título dá apenas a principal função do SourceMap, que é identificar a origem de cada componente de um determinado produto manufaturado e identificar o impacto em termos de emissões de carbono para a sua composição.

Porém, a ferramenta aberta do MIT também possui informações detalhadíssimas de cada componente (incluindo material de referência que pode ser adicionaodo pelo usuário, como vídeos e dados), além de colocar todos os percursos de cada componente em um mapa. O aplicativo serve até mesmo para mostrar o caminho que cada item de um evento percorre ate o local do mesmo.

Grande ferramenta, que tende a ganhar em precisão com mais usuários (e alguns editores) e que realmente torna tangível o assunto de responsabilidade ambiental.

Filed under: supply chain

nitib says...

via Frontline magazine

Broadly speaking, the waste management process involves waste collection (from municipal dumps, houses, offices and industrial estates); sorting (where recyclables are segregated); and recycling. However, these seemingly simple tasks are complex and labour-intensive and are routinely carried out by Delhi's informal network of pheriwallahs, boriwallahs, thiawallahs, binnewalahs, khattewallahs, kabariwallahs, godown owners, suppliers and recyclers. Each category has a specific task cut out for it but some may perform more than one task in the supply chain.

Pheriwallahs and boriwallahs, with their large plastic sacks, are among the most visible manifestations of the category of "rag pickers". Their task is to scour the streets for usable maal. Maal could loosely be translated as "stuff". "Maal is anything that is of some use or value," explains Moinuddin, a rag picker. "It could be paper, plastic, glass or metal."

Binnewallahs are different in that they pick maal only from territorially demarcated municipal bins, while khattewallahs collect office waste. Thiawallahs and kabaris buy maal from offices or households; they usually command higher prices as their material is of much higher quality.

The first step in the recycling process is devoted to choosing between kooda (garbage) and maal. The maal is then transported either manually or on bicycles to the godowns. The godown can be a small shack tucked away in the corner of a large marketplace, an open tract of land near a drain, or a large open space hidden in the heart of the city. Five minutes from Connaught Place, Delhi's premier office area, is Takiya Kale Khan, one of Delhi's biggest waste markets.

Unlike Swaran Park, Takiya Kale Khana is perfectly camouflaged - a secret location for negotiations between the MCD and the waste trader - surviving on the understanding that as long as Takhiya Kale Khan remains unobtrusive, the municipal corporation shall deny any knowledge of its existence.

At Takiya Kale Khan, small traders buy untreated maal and pass it on to an assembly line of sorters, who specialise in classifying and segregating tonnes of undifferentiated plastic into more than 40 different categories that sell from Rs.2 a kg to Rs.200 a kg.

"Broadly speaking, there are five types of waste paper - road-sweep, press cutting, newspaper, office waste and cardboard - and they fetch anywhere between Rs.1.50 and Rs.12 a kg." says Rajesh Jaiswal, a godown owner in Kotla Mubarakpur, who specialises in trade in waste paper. "There are three major categories of glass - white, red and multi-coloured; as for plastic, there are over 40 types."


~ full article here

Filed under: supply+chain

Geoffrey says...

So this post probably exposes my general ignorance on how the auto industry actually works, but I've often wondered why Detroit and the auto industry in general doesn't embrace a more flexible supply model like Dell?

How often have we all seen pictures like this in the last few months:

Thousands of cars, sitting idle in a port somewhere, all because the dealers that ordered them no longer have the demand to sell them? So, the auto industry builds to a hopeful demand, whereas Dell, Apple, and the PC industry by and large build on actual demand. 

Case in point, just yesterday I received my shiny new Macbook Pro from Apple. My order was placed last Wednesday, whereby Apple sent the details to their factory in China (it was not stock), built it, tested it, and shipped it out to me. I received the unit in just under 1 business week. 

Not saying Detroit could do the same, all Apple did was customize the CPU, RAM, and Hard disk. But on second thought, why not? If you want to buy a Volvo S80, you do have a litany of options to chose from, but more or less every car will have the same chassis, transmission, basic interior and dashboard, brakes, etc. 

So surely someone could rock up to a dealership, test drive a standard model, then customize the car based on: color, interior color, seat type, engine size, and wheel size. Dealer could then transmit the order to the factory, where they had some shells already built, drop in the engine, tires, seats, etc, then roll it into the paint shop then wala! You have your very own custom built car. As long as the factory could get the car to the dealer inside of a month, you'd have one happy consumer. 

Now, I do understand that any assembly line has to go through some sort of hardening phase, where the first 100 cars or so are thoroughly QA'd to ensure the line is working properly, so the entire process can't be 100% flexible. But if you were given a choice to have a cheaper, stock car with basic features, delivered to your door in 6 weeks, vs. a slightly more expensive option to have a customized vehicle, delivered to your door in 4 weeks, surely that would be a workable solution vs. having to haggle just for the privilege of driving a vehicle off the lot today AND having to spend your tax dollars every few years to bail out the industry for their poor practices? 

Also, consider how that could impact the dealership themselves? Instead of requiring a large real estate footprint on the outskirts of town, dealerships could be just slightly larger than your local mechanic (as they wouldn't need the space to store fallow vehicles). 

Again, I do not profess to posses any knowledge whatsoever about the industry in general. ;)

Filed under: supply chain