Professional Documents
Culture Documents
Ejemplo Supply Chain
Ejemplo Supply Chain
Taking responsibility for the environmental and social impacts of our products
begins with product design and development, and then extends to the sourcing,
manufacturing and delivery of our products to our customers. For many years, we
have been implementing and improving environmental and social measures in our
own organization. As a natural progression, we are focusing on promoting
sustainability throughout the supply chain. By doing so, we can improve our own
performance, as well as influence the performance of our supply chain partners.
We give preference to purchasing products or services that demonstrate the
following attributes:
Use of renewableresources
Use of sustainablepractices
Energyefficiency
Packagingefficiency
Transportefficiency
Made from recycled materials and/or can be recycled or reused at end of life
Products that do not contain or use in their production materials listed on the
Johnson & Johnson Watch List (a compilation of lists of banned and/or
restricted materials, according to country and regional legislation).
With annual spending of approximately $31 billion, we are able to leverage our
purchasing power to set sustainability expectations beyond our own operations.
Our Procurement Sustainability Initiative, developed in 2008, aligns our
procurement processes with our sustainability efforts and provides guidance for
Johnson & Johnson operating company managers who purchase goods or
services.
We set a Healthy Future 2016 goal for all strategic suppliers to publicly report on
two or more sustainability goals in one of the following goal categories: energy
reduction, waste reduction, water use reduction, workforce injury/illness reduction,
workforce wellness, and community and human rights investment. At the end of
2014, approximately 81 percent of our Segment 1 suppliers had met this goal. Of
the suppliers that have publicly reported goals, the percentage reporting in each of
the goal areas is shown in our 2014 Citizenship & Sustainability Report. We are
particularly gratified that our efforts have helped a few suppliers to report
sustainability goals publicly for the first time. Our challenge going forward will be to
continue with our assessments and partnerships to assist all remaining strategic
suppliers in meeting this goal. Companies require significant internal review and
support before many of them can share this information publicly, although many
have programs and goals in place.
Additionally, as a participant in the Carbon Disclosure Project’s (CDP) Supply
Chain program, we encourage suppliers to measure their energy use and
greenhouse gas emissions, and to develop and publicly report on their emissions.
In 2014, 173 of the 195 suppliers we approached have chosen to participate in the
program. We also work with our peer companies in the Pharmaceutical Supply
Chain Initiative, an effort to drive consistent expectations and supply chain
improvements through collaboration.
2. Assessment Process
Managing the supply chain of an organization like ours is a large and complex
undertaking. To facilitate this effort, our Environment, Health, Safety &
Sustainability (EHS&S) and procurement teams work together very closely,
integrating our processes and approach, and elevating our internal awareness of
the importance of managing our supply chain risks.
http://www.supplychaindefinitions.com/
http://www.csc.com/application_services/success_stories/788
46-coca_cola_supply_chain_management_success_story
http://www.jnj.com/caring/citizenship-sustainability/strategic-
framework/supply-chain-management
Traducción
2. Proceso de Evaluación
La gestión de la cadena de suministro de una organización
como la nuestra es una empresa grande y compleja. Para
facilitar este esfuerzo, nuestro medio ambiente, salud,
seguridad y sostenibilidad (EHS & S) y los equipos de
obtención trabajan juntos muy de cerca, la integración de
nuestros procesos y enfoque, y elevando nuestra conciencia
interna de la importancia de gestionar nuestros riesgos de la
cadena de suministro.
3. La empresa va a la venta de productos cada día.
La compañía se va a poner semanal materia prima.
La empresa va a tener un incremento en ventas del 30% el
próximo mes.