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22 Feb 17

Eurostar improves supply chain transparency with SupplierPortal - case study

Eurostar is the only high-speed railway service connecting London with Avignon, Brussels, Lille, Lyon, Marseille and Paris. All its trains traverse the Channel Tunnel between the United Kingdom and France. Since it started in 1994, Eurostar has carried over 150 million passengers across the Channel.

The challenge

As a business working across a range of destinations for over twenty years, Eurostar has always had a strong sense of responsibility to the environment and the communities in which it operates.

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21 Sep 16

Why Sustainable Supply Chains Matter

This article was recently published on Environmental Leader. 

Environmental managers and chief sustainability officers are increasingly looking to their supply chains to conserve natural resources and reduce carbon emissions.

Considering supply chains are responsible for up to four times the greenhouse gas emissions of a company’s direct operations and many suppliers operate in water-stressed areas of the globe, this makes sense from an environmental savings standpoint.

To this end, we’ve seen major corporations like Apple push for more rigorous environmental standards and renewable energy use across its supply chain — and publish regular supply chain audit reports detailing suppliers’ progress — and Nike creating an entirely new apparel supply chain company that will “embed sustainability and transparency into the business.”

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1 Dec 15

Supply chain - the next step in Eurostar's non-financial reporting journey

An interview with Eurostar’s Luke Ervine, Head of Environment & Energy

What has Eurostar’s sustainability journey looked like to date?

Our journey started in 2006 when we commissioned independent research into the carbon footprint of our passenger journeys. This study revealed that traveling to our core destinations using high speed rail is more carbon efficient than travelling by air.

However, for Eurostar, being more carbon efficient than our competitors wasn’t enough. So in April 2007 we launched our Tread Lightly Sustainability programme to reduce our impact on the environment and improve our environmental and energy performance.

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3 Jun 15

Supplier engagement: disclosure, risk and compliance - Greenstone’s Supplier Engagement Forum

Last week, a group of Greenstone’s clients, partners and business associates came together for Greenstone’s Supplier Engagement Forum. The event, where participants met to discuss latest issues and solutions in supplier engagement, was very well attended and we were delighted by the feedback received.

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19 May 15

Moving your supplier risk and compliance process online – what do you need to consider?

Your organisation may already be collecting supplier information offline, for example through a spreadsheet or survey, so what are the key benefits of moving this activity online and what should you consider before doing so?

What are the main benefits of moving to an online process?

• Instant global scalability, enabling 100% supplier coverage
• Easy visibility of supplier compliance and risk
• Save time and cost associated with collection and management of large quantities of information
• Enable detailed analysis to ensure information is meaningful
• Consolidate all supplier information requirements in one place
• Access supplier information at the touch of a button
• Improve compliance through making process efficient and user friendly for suppliers

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8 Apr 15

Greenbiz Forum Blog Series. Part 3: Save our planet! It’s the only one with suppliers

Greenstone's Head of Client Services, David Wynn attended the annual Greenbiz Conference in Phoenix (17th-19th February 2015). In this blog series he reflects on some of the key trends from the event.

 

“Save our planet! It's the only one with coffee” was Jim Hanna at Starbuck’s closing quip at Greenbiz Forum 2015. As Director of Environmental Affairs for the coffee giant, his ‘one great idea’ pitch was scaling sustainable innovation. And with over 12,000 global stores that’s no easy challenge. The challenge of engaging with suppliers at scale is twofold. How do you engage suppliers on environmental issues? But even more challengingly, how do you engage suppliers on environmental issues that span interconnected and dependant supply chain processes?

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26 Nov 14

Supply chains: an essential part of brand management

Supermarkets and the horsemeat scandal, technology companies and environmental mismanagement, issues with illegal logging in the construction sector, human rights allegations in the fashion industry… There is a long list of recent examples highlighting just how important supply chains are in the management and development of brand reputation. With competition across all sectors now fiercer than ever, organisations must ensure that suppliers enhance their reputation and do not put it at risk.

13 Oct 14

How can online tools help you focus on suppliers that really matter

It’s impractical and unrealistic to expect buyers to use a manual process for managing supplier information requests. Asking all of your suppliers to complete an anti-bribery or working conditions questionnaire by email and spreadsheets is not efficient and for organisations with thousands of suppliers it is impossible; the administrative overheads are too great. It’s why organisations typically focus on just the suppliers they knew well already but it means there are potentially many gaps in the supply chain which go unnoticed.

With an online process, there is no reason why you can’t ask everyone the same set of core compliance questions and then go deeper on those suppliers that are material to your organisation.

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8 Oct 14

Why use an online process to collect supplier questionnaire responses?

For many organisations, collecting survey information from suppliers relies on a manual process. This typically means suppliers will be emailed a questionnaire form that they then fill in, sign, and then scan and send back via email.

With this manual process, buyers are spending a lot of time collecting the information, chasing out responses and trying to make sure that the questionnaire is completed. For many, it takes up so much of their time, that they can't then spend any more time focusing on the analysis side. This means there is no real understanding of what is really happening with their suppliers and limits the opportunities to identify areas of risk in the supply chain.