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Sustainable Supply Chains

Sustainable Supply Chains

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Published by rajronson6938
Internal Alignment: An Essential Step to Establishing Sustainable Supply Chains
A Beyond Monitoring Trends Report

Business for Social Responsibility | Beyond Monitoring: Internal Alignment Trends Report

1

About BSR: A leader in corporate responsibility since 1992, Business for Social Responsibility (BSR) works with its global network of more than 250 member companies to develop sustainable business strategies and solutions through consulting, research, and cross-sector collaboration. With si
Internal Alignment: An Essential Step to Establishing Sustainable Supply Chains
A Beyond Monitoring Trends Report

Business for Social Responsibility | Beyond Monitoring: Internal Alignment Trends Report

1

About BSR: A leader in corporate responsibility since 1992, Business for Social Responsibility (BSR) works with its global network of more than 250 member companies to develop sustainable business strategies and solutions through consulting, research, and cross-sector collaboration. With si

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Published by: rajronson6938 on Nov 19, 2010
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11/25/2010

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 Business for Social Responsibility
| Beyond Monitoring: Internal Alignment Trends Report 1
 
 
 Internal Alignment: An Essential Step to Establishing Sustainable Supply Chains
A Beyond Monitoring Trends Report
 
 
 Business for Social Responsibility
| Beyond Monitoring: Internal Alignment Trends Report 2
 
 About BSR 
: A leader in corporate responsibility since 1992, Business for Social Responsibility (BSR) works with its global network of more than 250 member companies to develop sustainable businessstrategies and solutions through consulting, research, and cross-sector collaboration. With six officesin Asia, Europe and North America, BSR leverages its expertise in environment, human rights,economic development, and transparency and accountability to guide global companies towardcreating a just and sustainable world. Visit www.bsr.org for more information. Authors: Cody Sisco and Joyce Wong, BSR  With special thanks to:
The Ford Foundation,
Starbucks Coffee Company, Levi Strauss & Co.,
Ford Motor Company, and
 Jessica Lane.Prepared October 2008
 
 Business for Social Responsibility
| Beyond Monitoring: Internal Alignment Trends Report 3
 
About This Report
In 2007, Business for Social Responsibility (BSR) launched with its members a work stream todevelop more sustainable supply chain solutions. This work is based on a common vision called“Beyond Monitoring,” which describes a shift from policing supply chains to developing holisticsolutions. The Beyond Monitoring vision is based on four key components, which must work together to drive real impact:
 
Internal alignment between commercial and social objectives of buyers
 
Supplier ownership of labor and environmental conditions
 
Empowering workers to be informed and participatory constituents
 
Public policy frameworks that foster public-private dialogue, partnerships and local solutions
 
This report focuses on Internal Alignment and is part of a series of publications that explores how companies are working toward the Beyond Monitoring vision and the successes and challenges they encounter along the way. To access these publications, and to learn more about the BeyondMonitoring Working Group, which is helping companies put the Beyond Monitoring vision intoaction, please visit the BSR web site athttp://www.bsr.org/beyond-monitoring.
Table of Contents
I. Introduction....................................................................................................................4II. Vision for Internal Alignment......................................................................................5A. Internal Alignment Defined.............................................................................5 B. Components of Internal Alignment................................................................6III. Companies in Focus...................................................................................................11A. Starbucks Coffee Company............................................................................11 B. Levi Strauss & Company................................................................................17C. Ford Motor Company.....................................................................................21IV. Conclusion..................................................................................................................27Appendix: Collaborative Approaches.............................................................................30A. BSR’s Beyond Monitoring Working Group...................................................30 B. Fair Labor Association....................................................................................31C. Ethical Trading Initiative................................................................................32 D. Multi-Fiber Agreement (MFA) Forum...........................................................34

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