Supply Chain Impacts Measuring and Managing Environmental Impacts for Higher Education

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1 Supply Chain Impacts Measuring and Managing Environmental Impacts for Higher Education Kathy Lindahl Assistant Vice President for Finance & Operations Michigan State University Kim Kokenakes Director of University Services Purchasing, Stores, Logistics Michigan State University Dr. James Salo Vice President Strategy and Research Trucost 1 Environmental Stewardship Leadership as Chief Business Officers CBO s provide vision and leadership for the institution CBO s are often the lead stewards responsible for the oversight of the institutions financial, physical, human, environmental and many other assets of the institution As leaders we also know there are places we need to be but don t always know how to get there! 2 Increased Risk/Liability with Lack of Managing Environmental Issues Regulatory risk Reporting risk Operating risk Reputational risk Cost risk Financial Exposure 3 1

2 Regulatory Financial Reputational Risks 10,000 Total Allowances Available (Millions of Metric Tons CO2e) 8,000 6,000 4,000 Reporting Scope 3 Supply Chain Emissions? $ 2, MSU Approach: Six Years Making a Difference Inputs Reduce Reuse Recycle Outputs 6 2

3 Environmental Stewardship Leadership There are two primary choices, accept conditions as they exist, or accept the responsibility for changing them. 7 It was time to begin to climb..the Supply Chain Knowledge Hill How and Where Do You Begin? 8 We are limited, not by our abilities, but by our vision. 9 3

4 What is the harm in starting to learn more about our supply chain? Develop a deeper understanding of the total emissions associated with the operation of MSU as an institution Allow better decisions through education and collaborations or alternative supply or services Understand how each supplier s environmental performance compares to the sector average Raise the awareness level of our suppliers to let them know we are interested in learning more about our supply chain 10 The Vision Wanted to engage the suppliers Did not want it fear driven Wanted it to be a learning experience for all Wanted it to be collaborative Relying on supply chain and need this relationship to be sustainable for the long term Knew I needed others around the table I knew I needed some help. 11 Project Trucost 12 4

5 Environmental Supply Chain Management Increased recognition of the importance of supply chain risks and opportunities Lower regulatory exposure from purchased goods & services Protect against increasing & unpredictable input/commodity prices Leading organizations are actively managing their supply chains and environmental performance as a key part of their business strategy Companies (Wal Mart, P&G, HP, Puma, Dow, etc.) Government (US Federal Govt., City of London, etc.) Academic Institutions (MSU, Emory, etc.) Higher Education Association interest in supply chain Association for the Advancement of Sustainability in Higher Education s STARS program (Sustainability Tracking, Assessment & Rating System) National Association of Educational Procurement 13 Most Environmentally Intensive Sectors 450, , ,000 Environmental costs ($Mn) 300, , , ,000 Heavy metals General waste VOCs Air pollution Water abstraction Greenhouse gases 100,000 50,000 0 Electricity Oil & Gas Industrial Metals Food Producers Construction & Producers & Mining Materials 14 Significance of Supply Chain GHG Emissions by Sector 100% 90% 80% Scope 3 70% 60% Scope 2 50% 40% Scope 1 30% 20% 10% 0% 15 5

6 Supply Chain Project Purpose & Scope To develop a more complete understanding of the total emissions associated with the operation of MSU as an institution Using what data is at hand MSU supplied consolidated financial spend data on their largest 50 suppliers and top 100 purchased food service products, which represents about half of MSU s total purchasing expenditures Then what happens? 16 Supply Chain Analysis Methodology Supplier list provided by client Data sent to D&B to be matched Data loaded onto the Supply Chain Portal Preliminary Hot Spot report produced Initial Audit Supplier Engagement Supplier s contact details provided by client Details uploaded onto the online portal Supplier s given the opportunity to enter their own data Final Hot Spot report generated Highlight Report produced by Research Analyst Analysis Tool provided Final Analysis Validation Analysts QC data and contact suppliers to follow up with any anomalies 17 The Results Key Sectors For MSU, three sectors, Mining, Construction and Manufacturing account for 93% of the total supply chain carbon footprint of 121,000t 18 6

7 The Results Key Companies The top ten carbon contributing companies to the supply chain carbon footprint account for 85% of the carbon apportioned to the supply chain and 58% of total expenditure analyzed 19 The Results Sector Drill Down This was informative but not surprising needed to highlight the next layer of detail If the mining and construction sectors are excluded, the main contributor of carbon emissions is Manufacturing, representing 44% of the expenditure and 47% of the carbon. 20 The Results Manufacturing When reviewed individually, the key environmental contributors for the Manufacturing sector, which represents 44% of the expenditure and 47% of the carbon, when excluding mining and construction include many technology and health care science companies. Manufacturing Suppliers Top 10 by contribution to GHG Emissions 21 7

8 The Results Food Products The overall carbon emissions for the top 92 campus food products amount to 8,484 metric tons CO2 equivalent, or 8% of the total supply chain emissions. Top 15 products by GHG emissions largely are meat and poultry products So what do we do about it. 22 Supplier Involvement Of the purchase ledger suppliers, just under 40% participated. However, the suppliers who did participate made up over 55% of the expenditure, and over 50% of the carbon. 23 Educational Benefits to Suppliers Each supplier received a report highlighting: their environmental impacts how well they were reporting and tips on how to improve their efficiency and decrease their emissions This process: Proactively raised awareness on an issue that will be increasing regulated and demanded in the future Provides a standardized methodology that complies with the GHG Protocol (the leading accounting and reporting standard) 24 8

9 MSU Tactical Efforts at Engaging the Supplier Community Supplier outreach via an campaign Suppliers had questions and were curious about why MSU requested their involvement Interesting and enlightening conversations with suppliers regarding their environmental efforts 25 So What? What Can We Do Now? Work together to reduce our environmental impact Learn and share from each other Create incremental change for lasting impact 26 The Supplier Workshop Leading by learning Changing by sharing Leveraging by competitiveness Educate leverage raise the bar MSU as a living learning lab 27 9

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11 31 32 MSU as a Living Learning Laboratory 33 11

12 MSU as a Living Learning Laboratory 34 The Teachable Moment Change through Understanding and Collaboration Executive Leadership Suppliers Logistics Purchasing Finance Students Sustainability Research Outreach Teaching 35 Image Source: What Did We Learn from the Workshop? If you implement a sustainable purchasing policy be clear on what you want as outcomes with the suppliers The suppliers were anxious to work with us to reduce their footprint The suppliers remarked about how much they learned at the workshop and how invigorating it was to be engaged At least a half a dozen suppliers came forward and wanted to connect and work more with MSU and opportunities to help their own businesses improve and/or ways they could work with us to improve how they bring supplies and materials to campus 36 12

13 What Did We Learn from the Workshop? We can improve our alignment between MSU s environmental goals and our supplier priorities working together and being transparent about our goals For businesses, sustainability has become a business imperative and is a key competitive differentiator actually improves operational efficiencies Suppliers are driven by price, delivery and quality and business disruptions mitigation cost savings, cost avoidance, revenue growth, asset utilization Starts at the top must establish the vision and be the champion 37 What s Next? Planning for next year Engaging suppliers and creating partnerships Developing targeted outcomes for the supply chain Benchmarking and expanding the number of suppliers in the free reporting process Never quit learning 38 Moving Forward Leading Change Leading edge and innovator? Bleeding edge and reactor? Incremental change, over time, for lasting impact TAKES TIME TO TURN THE CRUISE SHIP....start turning now! 39 13

14 Questions 40 14

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