Sustainable Procurement in Every Purchasing Decision - Kloopify

Summary

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

00:00

🌟 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。

05:02

🛠️ 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。

10:04

🔄 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。

15:05

🌐 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。

20:05

💼 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。

25:06

📈 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。

30:08

🌱 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。

Keywords

💡可持续供应链

可持续供应链是指在供应链管理过程中，注重环境保护、社会责任和经济效益的平衡，以实现长期的可持续发展。在视频中，Daniella Osio作为Clopify的创始人和CEO，强调了其公司提供的端到端解决方案，旨在促进和衡量从供应商选择到协作的可持续供应链管理，这与视频主题紧密相关。

💡Clopify

Clopify是Daniella Osio创立的公司，提供唯一的端到端可持续采购解决方案，使品牌能够轻松地将可持续采购整合到他们的业务流程中。在视频中，Clopify的使命是将可持续性整合到每一个采购决策中，使之成为业务决策的核心，而不是次要考虑因素。

💡风险管理

风险管理是指识别、评估和控制可能会影响企业目标实现的风险的过程。Daniella在视频中提到，她在风险管理方面的经验让她意识到供应链的可持续性对于业务的重要性，以及如何通过可持续实践来降低供应链风险。

💡环境、社会和治理（ESG）

ESG是评估企业在环境、社会和治理方面表现的标准。在视频中，Daniella提到，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，这表明在宣布目标和实现成功之间存在巨大差距，而Clopify旨在弥合这一差距。

💡循环经济

循环经济是一种旨在通过重新设计和回收产品来减少浪费的经济系统。Daniella在视频中讨论了循环经济和可持续实践如何减少供应链风险，并强调了在供应链中整合可持续性的重要性。

💡战略关系

战略关系是指企业与其供应商之间建立的长期合作和伙伴关系。在视频中，Daniella强调了与供应商建立战略关系的重要性，这有助于降低风险并推动双方共同实现可持续性目标。

💡可持续性标识

可持续性标识是指用于识别和评估供应商在可持续性方面表现的指标或标准。在视频中，Clopify通过创建供应商的可持续性档案，帮助买家识别和选择与其ESG目标一致的供应商。

💡采购

采购是指企业为生产或销售目的而购买商品和服务的过程。Daniella在视频中提到，采购是推动循环经济和供应链可持续性的关键，通过将可持续性整合到采购决策中，可以促进整个供应链的可持续性。

💡透明度

透明度在这里指的是在供应链管理中，信息的开放性和可获取性。Clopify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，确保双方对合作项目有清晰的了解和统一的目标。

💡创新

创新是指引入新的思想、方法或产品以改进现有的业务流程或产品。Daniella在视频中提到，通过与供应商合作，可以推动创新，例如减少使用一次性塑料的项目，这有助于企业实现其环境目标。

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

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you