Sustainable Procurement in Every Purchasing Decision - Kloopify
Summary
TLDR本访谈节目邀请了可持续供应链领域的杰出女性领导者Daniela Osio。作为Clopify的创始人兼CEO,Daniela分享了她的使命,即通过端到端的解决方案,帮助企业实现可持续采购,并与供应商合作达成环境、社会和治理(ESG)目标。她强调了从风险管理到创建抗脆弱供应链的重要性,并讨论了如何通过战略关系和项目推动可持续实践。Daniela还提到,领导层的支持和文化变革是实现可持续供应链的关键。
Takeaways
- 🌟 丹尼尔拉·奥西奥(Daniela Osio)是Clopify的创始人兼CEO,该公司提供端到端的可持续采购解决方案,帮助品牌从供应商选择到协作,实现和衡量可持续供应链管理。
- 🚀 丹尼尔拉之前是全球风险管理领导者,为价值40亿美元的电子和成像业务单元创建并实施风险管理组织,并在2019年被供应链管理研究所评为30岁以下供应链之星。
- 🌱 Clopify的使命是将可持续性整合到每一个采购决策中,使其成为核心业务决策的一部分,而不仅仅是次要考虑或痛点。
- 🔍 通过Clopify,公司可以在RFP(请求提案)过程中提出可持续性问题,筛选与自身ESG目标一致的供应商,并从一开始就将可持续性纳入考量。
- 📉 丹尼尔拉强调,尽管85%的组织宣布了雄心勃勃的可持续性目标,但只有2%真正实现了这些目标,Clopify旨在弥合这一差距。
- 🔗 可持续性与供应链风险管理密切相关,可持续的供应链能够更好地应对风险和中断,实现业务连续性。
- 💡 丹尼尔拉提倡将供应链转变为“反脆弱”的,即不仅能够抵御混乱,还能从混乱中受益并适应变化。
- 🛒 采购是推动循环经济和供应链可持续性的关键,通过支持提供循环材料或产品的组织,可以促进整个行业的可持续性发展。
- 💼 领导层的支持对于实现供应链可持续性至关重要,需要从顶层推动,并通过变革管理计划来实现文化转变。
- 📈 可持续性不仅是一个道德或环境问题,它还关系到公司的财务健康、人才吸引、创新能力和长期竞争力。
- 🌐 Clopify通过提供一个集中的平台,简化了与供应商的沟通和数据共享,帮助企业实现其可持续性目标,同时减少复杂性和提高效率。
Q & A
谁是Daniela Osio,她在可持续供应链领域扮演什么角色?
-Daniela Osio是Clopify的创始人兼首席执行官,她对解决世界上有意义的问题充满热情。Clopify是一个端到端的可持续采购解决方案,帮助品牌从供应商选择到协作,轻松整合可持续的采购方式。
Clopify的使命是什么?
-Clopify的使命是将可持续性整合到每一个采购决策中,使得可持续性不再是次要考虑因素,而是成为商业决策的核心。
Daniela在风险管理方面有哪些经验?
-Daniela曾是全球风险管理领导者,为价值40亿美元的电子和成像业务部门创建、开发并实施了风险管理组织。
为什么说采购是推动循环经济和供应链可持续性的关键?
-采购是推动循环经济和供应链可持续性的关键,因为通过采购决策可以支持那些提供循环材料或产品的组织,从而推动整个供应链向可持续性方向发展。
如何通过采购实践来减少供应链风险?
-通过与已经考虑过业务连续性计划、未来展望以及潜在风险的供应商合作,可以减少供应链风险。这样的合作伙伴关系有助于企业在面对中断时能够灵活应对。
为什么说供应链不仅仅是要具备弹性,还要能够从混乱中受益?
-供应链应该具备反脆弱性,这意味着它们能够从混乱和中断中学习并受益,而不仅仅是抵抗这些挑战。这样的供应链能够更好地适应变化,从而在长期内保持竞争力。
为什么说领导层的支持对于实现供应链可持续性至关重要?
-领导层的支持有助于减少实施过程中的障碍和阻力,确保整个组织朝着可持续性目标前进,同时也能够更好地响应股东和利益相关者的需求。
如何确保组织在实施可持续供应链解决方案时得到员工的接受和支持?
-通过有效的变革管理,包括沟通和解释为什么采取可持续性措施,帮助员工理解并接受新的工作方式。
Clopify如何帮助组织实现其可持续性目标?
-Clopify通过提供一个集中的平台,让买家和供应商能够共享可持续性数据,并围绕共同的ESG目标创建项目,从而简化流程并提高透明度。
为什么说可持续性不仅仅是成本问题,也是质量和发展问题?
-可持续性关乎企业的长期竞争力和市场地位。不采取可持续性措施的企业可能会面临成本上升、质量下降和创新能力减弱的风险。
为什么说现在是企业采取可持续性措施的最佳时机?
-由于消费者、股东和法规的压力,现在是企业采取可持续性措施的最佳时机。这不仅有助于企业避免潜在的罚款和声誉损失,还能吸引人才和投资,推动创新。
Outlines
🌟 欢迎与介绍可持续供应链领袖
本段介绍了视频系列的主旨,即采访在可持续供应链领域表现出色的年轻领袖。特别提到了本期嘉宾Daniela Osio,她是Clopify的创始人兼CEO,该公司提供全面的可持续采购解决方案,帮助品牌从供应商选择到协作,实现可持续供应链管理。Daniela曾是全球风险管理领导者,参与了价值40亿美元的电子和成像业务部门的风险管理组织的创建和实施,并在2019年被供应链管理研究所评为30岁以下供应链之星。
🛠️ 可持续供应链解决方案与风险管理
Daniela分享了她对解决世界有意义问题的热情,以及她如何通过Clopify应对气候变化的挑战。她强调了可持续供应链管理的重要性,以及如何通过整合可持续性到采购流程中来实现业务目标。此外,她讨论了如何通过战略关系和项目合作,与供应商共同努力降低环境足迹,实现ESG目标。
🔄 循环经济与供应链的可持续性
本段探讨了循环经济和可持续实践如何减少供应链风险,以及它们之间的关联。Daniela认为可持续供应链和风险管理不可分割,强调了通过与考虑可持续性的合作伙伴合作,企业能够更好地应对未来的挑战和中断。她提倡建立一个“反脆弱”的供应链,使其能够从混乱中受益,并从中断中学习,实现可持续发展。
🌐 可持续供应链的转型与实践
Daniela讨论了近年来企业如何将可持续实践融入其系统,并强调了消费者、法规和股东在推动这一变革中的作用。她指出,企业现在面临的挑战是如何实现他们设定的可持续性目标,并强调了与供应商合作以理解和减少环境足迹的重要性。她还提到了Kloopify如何帮助企业与供应商合作,实现供应链和可持续性目标。
💼 采购在推动循环经济中的关键作用
Daniela强调了采购在推动循环经济和供应链可持续性中的核心作用。她引用了Wooten Clang的话,强调了资金流向对支持可持续实践的重要性。她认为,通过将可持续性整合到资金支出中,可以推动整个供应链的变革,并促进与供应商的创新合作。
📈 实现可持续性和循环性目标的解决方案
本段介绍了Kloopify如何帮助组织实现其可持续性目标。Daniela解释了Kloopify如何从RFP阶段开始,帮助创建供应商的可持续性档案,并在授予合同后建立战略关系。她还讨论了如何通过Kloopify集中管理可持续性数据,并与供应商合作开展符合ESG目标的项目,以简化流程并减少复杂性。
🌱 聚焦可持续性的未来展望
在视频的最后,Daniela讨论了为什么我们应该关注可持续性,并展望了未来的发展方向。她提到了吸引人才、避免罚款和满足投资者要求等关键驱动因素,并强调了可持续性不仅是道德上的正确选择,也是企业成功的关键。她还鼓励企业采取主动,享受作为领导者的好处,而不是被动地跟随。
🎙️ 结束语与致谢
视频以感谢Daniela参与讨论和分享她的见解结束。她还邀请听众通过LinkedIn、Kloopify的网站或个人电子邮件与她联系,以进一步探讨可持续性问题。最后,感谢国际供应链教育联盟提供的机会,并期待下一期节目与另一位变革者见面。
Mindmap
Keywords
💡可持续供应链
💡Clopify
💡风险管理
💡环境、社会和治理(ESG)
💡循环经济
💡战略关系
💡可持续性标识
💡采购
💡透明度
💡创新
Highlights
Rashfeed God主持的访谈节目专注于可持续供应链领域的年轻领导者。
Daniela Osio作为Floopify的创始人和CEO,介绍了她对解决世界有意义问题的热情。
Floopify是唯一的端到端可持续采购解决方案,致力于简化品牌的可持续供应链管理。
Daniela曾是全球风险管理领导者,为价值40亿美元的电子和成像业务单元创建并实施风险管理组织。
2019年,Daniela被供应链管理协会评为30岁以下供应链之星。
Floopify的使命是将可持续性整合到每一个采购决策中,使其成为业务决策的核心。
在RFP(征求提案书)过程中,从一开始就通过提问可持续性问题来筛选供应商。
仅有2%的组织实现了其宣布的雄心勃勃的可持续性目标,Floopify旨在弥合这一差距。
与供应商建立战略关系并创建项目以降低环境足迹是实现ESG目标的关键步骤。
可持续性与风险管理密切相关,可持续供应链是应对风险的关键。
通过创建抗脆弱的供应链,企业可以从混乱中受益并适应变化。
领导层的支持对于推动可持续供应链解决方案至关重要。
变革管理是实现可持续供应链的关键,需要从成本和质量转变为同时考虑可持续性。
采购是推动循环经济和供应链可持续性的关键因素。
Floopify通过集中化平台简化了与供应商的可持续性数据共享和项目管理。
投资于可持续性不仅是为了避免未来的成本上升,也是为了吸引人才和投资。
Daniela鼓励企业采取主动,享受成为可持续性领导者的好处,而不是被迫改变。
Transcripts
hello everyone i am rashfeed god and i'm
happy to welcome you back this amazing
series in which we are interviewing
young leaders who are doing great in the
sustainable supply chain space
and i'm really excited about this
particular
episode because for the first time i'm
recording an amazing women leader
and
the lady that i'm talking about is
daniela osio
and for the benefit of those who do not
know about her this is your opportunity
and i'm going to talk about her profile
before we jump into the amazing work she
does
so uh daniella is a passion he's
passionate about solving meaningful
problems in the world she's the founder
and ceo of clopify floopify is the only
end-to-end
only end-to-end sustainable procurement
solution that enables and measures
sustainable supply chain management from
supplier selection to collaboration they
make it easy for brands to integrate
sustainable sourcing
formally at you point daniella was a
global risk management leader who
created developed and implemented a risk
management organization
for the 4 billion electronics and
imaging business unit she led the
warehousing barge tank and transporting
categories through the dow and the dew
point merger and 2019 she was named a
under 30 supply chain star by the
institute of supply chain management now
isn't that fascinating to all for all
our listeners danielle welcome to this
show i'm so glad to be having this
opportunity
thank you thank you and i love the
enthusiasm i'm telling you it's
fantastic i really appreciate the
opportunity to be here
um and just kind of share some knowledge
and hopefully
the people who are watching can get you
know a thing or two to take back to
their own jobs
amazing so this wonderful series by the
national supply chain education alliance
focusing on bringing forward the work
that is being done in the sustainable
supply chain space i do not want to
waste any more time i just want to get
right into it now that we're all excited
about it i just want to understand from
you
so let's start with the basic questions
you know give us an extended background
on the current role this amazing venture
what's the mission of clopify what are
some techniques that he used to measure
sustainable supply chain factors let's
get started with that fantastic thank
you so
a little bit about myself and what's got
me here so as you said earlier
i'm very passionate about solving
meaningful problems and when the
pandemic happened
um i did what i think a lot of people
did which is took inventory of their
lives and realized you know is this
exactly what i've set up to do and is
this what i want to do
um and i saw a huge need for there to be
professionals to jump in and be part of
the solution of solving climate change
because i felt as well as many people in
my demographic feel like it is the
biggest threat to that's to us to
humanity um and so that's how floopify
was born i
worked at a fortune 50 company i had the
privilege of learning a lot i went in
with the head of i want to learn as much
as possible and what i saw is that our
procurement industry is in dire need for
a sustainability solution and what i
mean by that is that they need to
start procuring sustainably they need to
understand their supply chain better the
risk their supply chain having spent
time in risk management i really saw the
impact that um having a risky supply
chain can affect your business
it comes down to is your supply chain
sustainable so are they aligned with how
the future is going to work um and that
all of that got me to where i am now so
as you mentioned i am the ceo and
founder of klupify and we are the first
end-to-end solution that enables
companies to be able to procure
sustainably so integrate sustainability
into their processes and procedures set
realistic goals and then actually be
able to work with their suppliers to
achieve those goals and so that's really
the mission of poopify poopify's mission
is to integrate sustainability into
every single purchasing decision so that
sustainability is no longer a second
thought and it's no longer a pain point
with something that is core to your
business decisions and that's really how
we're going to see a huge massive shift
in sustainability and in the industry
so i think the the other question are
what are some of the techniques uh used
to measure sustainable
supply chain practices for starters um
while you're running an rfp so an rfp is
when you put out a request for proposal
you have business and you want somebody
to start bidding on that
start by asking sustainability questions
are the suppliers that are bidding on
your work
do they align with your esg goals don't
make it a reactive thing make it
straight from the beginning eliminate
those suppliers that don't match your
needs because here's a fun fact
um although 85
of organizations have announced
really aggressive uh sustainability
goals only two percent are actually
achieving those which means there's a
huge gap between the people announcing
and how successful they are so poopify
is there to mend that gap to bridge that
gap and make it so that not only are you
setting these aggressive goals which is
fantastic because the first step is
setting them but then we want you to be
successful and actually achieve them
so that i think that's the beginning and
then once you've actually awarded a
contract all right you're like this is
the supplier that i want to work with
then you need to do the rest of the work
which is building that strategic
relationship with the supplier and
creating projects with them that can
lower your footprint let's say
cafeteria services and cafeteria
services at a lot of locations you'll
see that they'll use single-use plastics
so you can start working with your
suppliers and create projects inside of
kloopify that would be like okay you're
my cafeteria provider i'm buying this
let's see how we can work together to
reduce our single-use plastic and that
ultimately is going to get you closer to
achieving your esg goals
thank you daniella for sharing that in
fact i have to mention so while you were
running through the multiple activities
and the approaches we use i was reminded
of
exactly what we were taught in our
curriculum in these first certified
sustainable supplies to professional
guardian club that's exactly what they
talked about integrating sustainability
into every element in every
decision-making that goes in the
end-to-end value chain and you talked
about procurement decisions here then
there was definitely mentioned about how
at the beginning itself we need to
filter out and be proactive that is our
association so i think your
your organization is bang on with that
idea and i'm really excited because it's
like a live application of what i
studied at the start of this year so
thank you so much for sharing that
so moving further let's let's just try
to dig deep into your previous
experience as well so with your
experience in risk management
how can circular economy and sustainable
practices reduce the risk in supply
chain or is there even a correlation
between the two what's your table i
think the two go hand in hand there is
no such thing as a sustainable and
uh supply chain one that is without risk
that doesn't include sustainability it
doesn't they don't they can't be
separated they go hand in hand why
because i think the kovic back coven
kind of showed us that the companies
that plan for these things the companies
that work with providers that are in the
forefront they're the ones who
um are going to be able to succeed and
you saw that on if it's not if you if
you're working with partners that have
thought about business continuity plans
have thought about what the future is
going to look like um when you're
working with those kind of companies
they're the ones who are prepared and
ready and can pivot easily from where
they're at if you're looking to actually
meet your customer demands if you're
looking to get your product to move
through if you're looking for your
logistics to work you need to work with
the providers who have thought about
sustainability who have thought about
disruptions who have thought about what
are their risks that identified them and
then created plans on how they're going
to act once those events happen because
it's not an if the events are going to
happen so when the events are gonna
happen so when you start going out there
and you talk to your suppliers and you
talk to your supply chain professionals
you have to almost look at it through
the lens of what are we doing when these
events happen because this isn't the
first disruption we're going to see and
we're seeing it all through even
nowadays and into the future we're going
to continue to see supply chain
disruptions and so you need to identify
where your risks are
and where you are most at risk and what
can you do and how can you build
sustainability into your organization so
that you can pivot so that you can bend
and flow and i love i like to think
about supply chain is that let's make
supply chains anti-fragile so
anti-fragile is this kind of concept
where
supply chains and people in general they
benefit from chaos and what i mean by
that chaos is going to happen and
instead of trying to be resilient to it
instead of trying to just stay as you
are and fight it try to benefit from the
learn from the disruptions that have
happened bend and pivot and that's how
you become anti-fragile so you're almost
benefiting from having gone through the
things and you learn and you start
implementing them into your supply chain
i guess uh
i think you're the only first person
here who kind of shares the exact same
thought process on this at least amongst
the people i've interacted with even i
have worked in risk management domain uh
in an automotive supply chain for about
four years and in that exact tone that
was our objective to focus primarily on
risk identification on a proactive basis
and not thinking when exactly and what
type of risk could occur but how
prepared are we to handle it and how
the best word use for that was pivot in
the situation then instead of just
talking about being resilient but
benefiting from chaos so that's a
amazing mindset hey i'm so excited to
have this discussion here with you and
especially for our
listeners because this is a new
perspective i think and a lot of
organizations talk about resilience they
talk about it all from a very different
length so this is what you talked about
having agility and resilience all at the
same time and how they are too connected
so thank you for sharing that another
thing too is i feel like risk management
has always been thought as a reactive
thing and risk management is not
reactive it is proactive and reactive so
the product of part which is what we
just talked about is is identifying
where your weakest or where you can have
the most disruptions planning and
building you know what you're gonna do
around it and then reactive is okay so
it happened now let's grab all the plans
let's grab everything that we have and
put it into place and so without that
proactive work you are just gonna drown
once you're in that reactive state
because now you've got every customer
calling you where's my product where's
my stuff what's going on and you feel
your pressure your boss is coming at you
too you know that's not how it's going i
mean you're not setting yourself up for
success at that point absolutely exactly
like you said if you want quick recovery
you need to make sure that you're
proactive about it so that's a brilliant
thought process here to think about
now moving further let's let's just talk
about how you have seen companies and
business and environments
transformed particularly over the past
few years in terms of integrating the
sustainable practices into the system
since you work with them
uh by the means of your organization
yeah yeah so
um i feel like i'm very excited on the
transformation that i've seen that's
going on in the last couple years and i
want to say the biggest push for this
transformation has come from you know
first it's come from you and i from the
customers from the people who realize
that sustainability needs to come today
and now so we're forcing these companies
by vocalizing our opinions by spending
money where with the organizations that
we value and the ones that are aligning
with our beliefs and then what you're
seeing then is that it's kind of
trickling into other aspects so now
you've got regulations coming out right
talking about executive order that by
then just signed i forget exactly which
one it was but pretty much saying that
all of the uh branches of government
have to align their spending and their
goals with the sustainability objectives
of the united states and then you're
seeing it in in other in other ways
where you're the shareholders and you've
got these meetings and esg has now been
brought up in every single meeting and
not only have they been brought up but
they're like okay you set these goals
what are you doing what are you doing to
achieve them and how are you going to
get there so i'm seeing this huge
transformation where now it's no longer
a lip say where it's like we are going
to do all of these things it's like
you won't get the money if you don't do
it you won't you won't advance you won't
be able to do business anymore if you
don't go down this direction so
i don't know which comes first the
carrot or the stick but
they're coming which one is whichever
one you want to take they're coming and
so i think that companies are seeing the
writing on the walls and so the next
hurdle that they're facing is okay well
then how do we get there how do we get
to
actually meeting these goals that we're
setting how do we get to working with
our suppliers in our supply chain to
actually get there and starting to
understand their own environmental
footprint
so when they're actually starting to see
and look inside um eighty percent of
your environmental footprints comes from
your suppliers so who you buy from and
that's why kloopify really went there
first because we're seeing that
companies need tools and processes and
procedures to work with their suppliers
so that they can achieve their supply
chain and sustainability goals so i
really think that over the last few
years maybe five and five years in
particular you're seeing much more of a
push on sustainability and it's going to
move in that direction 100
um customers regulations and
shareholders are all going to demand it
most definitely and and the component
here where you talk about uh most of
your
footprint in fact most of the carbon
footprint as well comes from your supply
away so that comes in that's one big
scope that you need to manage when it
comes to emissions and you know
footprint so uh that's exciting but
before i give my take on this i really
want to continue the conversation here
and talk about the first step the
foundational step that any organization
needs to change you know think about
when they are working in their business
practice so that can become a
sustainable supply chain or implement
sustainable supply chain solutions for
that matter
i would say the first step
is getting leadership alignments um if
your leadership buys in you are much
more likely to face
less roadblocks less barriers and if you
have support from your leadership that
makes the entire experience much easier
um you also are seeing and i think that
leadership alignment comes from
shareholders and stockholders kind of
demanding it and coming all the way top
down and so that way
your whole organization you need to have
a cultural change right so a lot of
change management needs to happen where
before it was integrated into people's
minds like cost and quality is the only
thing that people care about right and
now we need to have some change
management where it's like cost and
quality matter but so does
sustainability because without that
factor and without that decision-making
we're not going to be able to move and
we're going to suffer from it so our
costs are actually going to go up as if
we don't move in that direction our
quality is going to go down if we don't
move in that direction and this the rest
of the industry is going to outperform
us and then
we're stuck and we're we're in last
place and no one wants to be in last
place and everyone wants to continue to
provide innovation in
business to the world and so i think
that first is you know get your
leadership aligned and then come up with
a really solid change management plan so
i think
when you start off with change
management you need to really start with
communication and when you have to drill
down and explain to people not that
we're just doing this because i said
we're doing this but explain to them the
why so you get down to like the five
levels of why like why are we doing this
why why why why and when people
fully understand why they're going in
that direction they're much more likely
to adapt and to
say conform to the new
like uh direction that we're going into
and that's including sustainability
two things i really love here coming
from a manufacturing background myself
you talking about that the entire
mindset is about cost and quality how it
transitions first by reducing cost and
then moving to the quality now it has to
transition so this is the third
revolution in the mindset when we talk
about you know when you talk about
sustainable uh mindset you know and
making that a proper top-down approach i
really really love that aspect there
because it's essential so that's where
your foundation lies so uh really glad
you think that way
uh and obviously you run an amazing
organization and speaking of the
organization
we are primarily in the procurement
space of what i understand so what role
does procurement in general play in
advancing the entire circular economy
oh
i think it is
procurement i think is the number one
driver for uh circular economy and
supply chain and sustainability and let
me tell you why and i like to reference
and maybe this is this isn't the best
reference but wooten clang said it best
cream cash rules everything around me
where you spend your money is a vote for
what you support so if you want to see
further sustainability if you want to
see these organizations that are
offering you circular plastics or
circular materials you have to support
them you have to put your money into
those organizations so procurement is
the driver of that if you first
integrate sustainability into where
you're spending your money
the wheel just starts turning and it's
like a snowball effect where it will
just gain momentum as it goes down
because you're spending your money and
you're voting for organizations that
align with your goals and with your
objectives and so the more that you
partner with these companies the more
that you can drive innovation
and so
if you want them to succeed give them
the money and that way they'll give you
the product and you will continue to
foster a better relationship and
sustainability doesn't necessarily mean
that you're that they're more expensive
or that this product is more expensive
or that you have to you know uh
i don't know
get rid you have to spend more
you don't have that's not true that's a
fallacy it's not true
maybe in some areas you might pay a cent
or two more but if you take a look at
the entire cost that you the you do an
entire cost calculation
trust me it is you are making the right
choice and you are going to reap the
benefits in the long run
definitely loving that because
this there are so many premonitions
people have when we talk about hitting
the bottom line in any organization or
startup working in the sustainable
supply chain space people think it will
be a costlier solution or they have to
probably undo everything that they work
on so
it's it's not that it's an evolution
it's a change it's a radical change yes
but i'm so glad you brought that
perspective that if you do start
investing your
time and your money it shows that it's a
business priority and from there it just
snowballs love that part i think there's
no better way to explain that to our
listeners so thank you for it thank you
for putting it up so easily absolutely
absolutely it's how it's how i
understood it in my brain it's like i i
try to take some complex
ideas or methodologies and i want to
make them as simple as possible where if
i'm explaining them to like i know a
third grader they would be able to be
like okay that makes sense and so
and it's
that way whenever i'm selling
sustainable procurement to somebody i'm
like i want you to not have to think
about it any further you know i want it
to be so clear
i think that driving a clear message
around sustainability and the benefits
that it can bring are gonna allow us to
adopt it much faster
so i think you do the five-wire for them
and your pitch itself and that's how
they know it
exactly
yeah so so talking about loopify so
let's let's just try to understand
how exactly loop if i help organizations
achieve their goals the sustainability
and the circularity goals yeah yeah so
from the beginning so i think we might i
mentioned this a little bit um earlier
but from the beginning we want to create
proactive sustainability identifiers so
when they're going to
run an rfp we make sure that for example
in clipify it'll send out your buyer
sends out a link to all of the people
bidding on this contract and in that
link the supplier will start providing
the buyer with information about their
sustainability projects do they have esg
goals do they have circularity goals do
they what products do they use currently
that are eco label compliant for example
so you start creating a sustainability
profile on each supplier that's betting
on a contract so what you can do is then
eliminate the ones that don't align with
your esg goals right and so let's say
you have five you eliminate two you're
down to the three so then after that you
can take a look at the contract from yes
a quality and a quantity and the price
but you're also now considering
environmental and sustainable practices
inside of that decision making
and then after you've if after you've
awarded the contract that's when you
know that's when you start creating
strategic relationships with your
suppliers and that's so important when
you create strategic relationships with
your suppliers you're de-risking your
supply chain because you're creating a
foundation of open communication
of
pain sharing all of those other things
so in addition to kind of working with
them on um quality quantity and risk you
also want to work with them when it
comes to your sustainability goals
because each you know sector has unique
wants and needs and there's a lot of
data that needs to go back and forth
between your supplier and you and you
have to share a whole bunch of
information so cooper provides a
centralized location for them to share
all their sustainability data as well as
create projects with their suppliers
that align with their esg goals and that
way you have the buyer has full
visibility into what projects you're
doing with that supplier that are like
okay we want to reduce our water
consumption or we want to do xyz in the
in the environmental fields so your
supplier and your buyer are on that same
page and they're working towards a
unified goal and all of it is coming
back to a centralized location which is
poopify and so we really just want to
eliminate any complexity we want to make
it very simple
for everyone involved to achieve their
goals
so part of that is also baking it so
that you have one centralized place for
all of the sustainability data because
if you think about what makes a company
sustainable it's
what are their processes and procedures
what are their manufacturing processes
what are their are they using chemicals
of concern are they
what um equal labels do they have if
there's an eco label in that industry
there's so much data that needs to go
back and forth and right now it's being
done with these ad hoc solutions so
you've got a lot of excel spreadsheets
going back and forth you've got a lot of
um time-consuming and costly
kind of processes in place which get us
further away from achieving our goals
and so kloopify came in to make it
simple streamline and connect all of the
key stakeholders
i think as a solution evangelist
yourself since it's called problems of
the world
uh two things i loved about what you
said just now is basically streamlining
of the operations making it simple
the world is trying to make things
difficult and no i don't understand why
and the second aspect that you talk
about reducing the complexity for better
alignment nothing like it i think those
two things go hand in hand and that's
the way forward not just from your
perspective of making circular supplies
but in general in our supply chains
there's enough complexity in the world
the supply chains are complicated enough
and there's so much information that has
to go back and forth why not simplify
your life why not take back some of the
time so that you can foster more
strategic and that you can do more
value-add things because i'm pretty sure
going on your computer trying to find
that excel spreadsheet that someone sent
you two months ago and you're not sure
if we're on the same page and now you
have to put six more meetings on your
calendar to gain alignment you know none
of that is value-add why not focus and
do the things that actually
create productivity and allow you to
meet those goals that you have and once
you do meet them everybody's happy
you're happy your suppliers happy your
leadership's happy and your customers
are happy because you're now closer to
you know what you promised
absolutely absolutely that's bang on and
i absolutely love this discussion and
just towards the end of this i want to
particularly bring this for our
listeners
why should we focus on sustainability
what do you think are the key drivers
that will take us
forward you know while we talk about
future and how does it look like just
kind i think that'll be a nice note to
end this amazing conversation yeah
okay so why should we focus on
sustainability well first off this is
the only earth that we have right this
is the only planet so
i would like for future generations to
be able to enjoy it and to thrive on it
so um for starters you know i'm not
alone in that belief i want to say 85 of
millennials um require sustainability
and look for sustainability where they
spend their money not only where they
spend their money but where they work so
if you're a company that wants to
attract talk talent and you're not
focusing on sustainability you can
almost guarantee that you're not getting
the best of the best and what does that
mean when you don't get the best you get
left behind so
one if you want to get the best and if
you want to move forward focus on
sustainability and if let's say that's
not that's not reason enough for you
okay fine well about all the fines and
all of the problems and all of the
executive summary like executive orders
that are gonna come down on you and
you're gonna have to now pay an
increased cost for carbon off offsetting
i mean your costs are going to go up
significantly and the way businesses
you've got to continue to make money and
if your costs are away going up
significantly because you refuse to move
towards sustainability you won't be in
business much longer that's another one
and number three is that
honestly
i think that um
right if it's not regulation it's going
to be your shareholder so that's the
final line of that's going to kind of
break you down so if you want to
continue to get investments i think the
whole world of investments too is
focusing on if you don't have esg goals
if you don't have sustainable practices
you won't get the investments you need
to continue to innovate and so if you
want to continue to innovate if you want
to continue to provide the world with
value and cool new products and
technology and all that stuff
you need to move with the direction of
how everyone else is moving and so
like i said earlier it's either a
characteristic so either you go now and
you enjoy the carrot and the benefit and
you're a leader or you get hit with the
stick and you're gonna have to go that
way in that direction either way so
either you're a leader or you're going
to be a follower but we're all moving
that way so come move with us
again that's a very interesting take on
that and i kind of uh tend to bring that
up in conversation if you don't do it
now somebody else is going to push you
for that and if you only believe in
costs
beware the costs will increase if you
don't focus on that so thank you for
bringing that up uh daniella and i think
it was a supremely exciting conversation
very uh
not just exciting i'd say it was very
informative as well not just for me and
i'm hoping for all our listeners so uh
thank you so much for uh giving our time
for this discussion i really appreciate
it i really appreciate it and then if
anybody also wants to reach out please
feel free to connect on linkedin um
please feel free to look up loopify
that's k-l-o-o-p-i-f-y
we are
on linkedin we have a website
poopify.com and you feel free to send me
a personal email my emails daniella
cooperfy.com and i'd be happy to connect
and geek out for sustainability um and
see maybe how your organization could
use quickfi to get you closer to uh
meeting your esg goals and becoming
sustainable
amazing to this great journey together
thank you so much international supply
chain education alliance for this
opportunity and connecting me to this
amazing change maker
so thank you so much daniel thank you so
much everyone who's listening to this
and we will get back to you soon with
another episode with yet another amazing
change maker thank you so much thank you
[Music]
you
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