1 INTERNATIONAL SUPPLY CHAIN MANAGEMENT BSB Written Examination Stimulus Material Case Study IKEA About IKEA Since its 1943 founding in Sweden, IKEA has offered home furnishings and accessories of good design and function at low prices so the majority of the people can afford them. IKEA s vision is to: Create a better everyday life for the many people Its business idea is "To offer a wide range of well designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them" The IKEA concept is based on their market positioning statement Your partner in better living. We do our part, you do yours. Together we save money and focuses on a commitment to product design, consumer value and clever solutions. By using inexpensive materials in a novel way and minimising production, distribution and retail costs, their customers benefit from low prices. IKEA has more than 590 million visitors per year to its stores all over the world. In addition to the visitors in the stores, some 450 million visitors are tracked entering the IKEA website. IKEA s main marketing channel is its catalogue that is distributed world-wide as 191 million copies (in 56 different editions and 27 different languages) displaying some of IKEA s 9,500 different products. Sales for the IKEA Group for the financial year 2009 increased by 1.4 per cent to a total of 21.5 billion Euros. At the end of the 2009 financial year, there were 267 IKEA Group stores in 25 countries stocking everything for home furnishing under one roof. In 2007 the European market constituted 82% of sales, followed by North America with 15% and Asia/Australia with 3%. The IKEA Group has 123,000 co-workers spread across functions such as purchasing, distribution, whole-sale, range, retail, support functions and the Swedwood Group (see below for further details).
2 Today IKEA s product range consists of 9,500 home furnishing articles, designed to be functional and good looking but at a low price. Each item is developed by IKEA of Sweden, which is also responsible for giving each product its unique name, such as BILLY and KLIPPAN. The company designs its own furniture, which is made by about 1,220 suppliers in more than 55 countries. IKEA has 31 trading service offices in 26 countries so production can be monitored, new ideas tested, prices negotiated and quality checked while an eye is kept on social and working conditions. Furniture is also sourced through Swedwood, an IKEA-owned manufacturer of wood-based furniture and components. However, third party suppliers provide the bulk of the company s inventory, in line with its beliefs in flexibility and its strategy of limiting investment in productive capacity. IKEA incorporates environmentally friendly efforts into day-to-day business and continuously supports initiatives that benefit causes such as children and the environment. To cut transportation costs, IKEA uses flat packaging; customers assemble the products at home. IKEA s supply chain has a global spread with growing sales and purchasing in all major regions of the world. What makes its supply chain really complex is that its stores are spread across many countries, that it has 1220 suppliers in 55 different countries making its furniture and that the stores are supplied from 31 central distribution centres in 16 different countries or directly from suppliers. In some cases, an IKEA store opening is a national event, with people sometimes travelling hundreds of kilometres to shop there IKEA products are manufactured all over the world When IKEA sources suppliers to manufacture IKEA products, the aim is to find those who can produce products of good function and design at the lowest possible price (although not at any price). Some of these, in the Swedish forests around the birthplace of IKEA, have been working with IKEA since its earliest days. Others have their production plants in China, Poland or Germany. But no matter where in the world its suppliers are, IKEA is always committed to long-term cooperation and does its best to cultivate close and cordial relations. IKEA buys production capacity rather than product quantities. In other words, they order 10,000 hours of production from their suppliers rather than 10,000 bookcases. Local offices near to the suppliers The operative purchasing work is divided up among four trading agents, supported by 31 trading service offices in 26 countries. This means that IKEA is always close to its suppliers, which is one way of creating good business relations between the companies involved. The trading service office s employees can make frequent visits to suppliers and follow the production process closely, enabling new ideas to be tested and regular quality controls to be made. They are also responsible for the important task of monitoring
3 working conditions, social conditions and the external environment around the factories, and for checking that these are constantly being improved in accordance with the code of conduct in The IKEA Way on Purchasing Home Furnishing Products (see Appendix 1). The suppliers, in turn, can have confidence and faith in IKEA. While IKEA know they are a demanding customer, they also feel that they are fair, professional and honest in their dealings. China number one on the IKEA purchasing list Today the majority of IKEA products (66%) are purchased from manufacturers in Europe. However, the largest single country for purchasing is China. Top 5 purchase countries China 18% Poland 12% Sweden 9% Italy 7% Germany 6% As a rule, best-selling products are manufactured by a number of different suppliers. Optimising production potential and concentrating volumes are essential in order to achieve low prices. Thanks to the fact that the IKEA range is the same all over the world, large volumes can be ordered. IKEA has developed a variety of tools to help its purchasers to find the best suppliers. Competition is a natural part of this work. But so, too, is cooperation and collaboration. IKEA also purchases raw materials and hardware in bulk, which it then sells to IKEA suppliers. Long-term agreements give lower prices Bigger volumes mean lower prices. And the aim is for the already low prices to become even lower still. To make this feasible, IKEA signs long-term contracts with its suppliers. This enables them to make the necessary investments and to ensure the supply of raw materials over a long period of time. In certain instances, IKEA may also support suppliers by providing financial assistance. This creates unique business opportunities, enabling IKEA to continue to offer a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible are able to afford them. Currently IKEA plans to open new stores every year with a goal to double sales within the next five years. Considering the pace of growth in sales, the many stores and warehouses, and the fact that some business areas change up to 30% of its assortment every year, supply chain planning is a real challenge. The supply chain needs tight control and high levels of visibility to keep costs down and avoid obsolete inventory and/or stock outs.
4 The IKEA supply chain is mainly make-to-stock (MTS) and only a few products are made to customer orders. Consequently, the entire supply chain is heavily dependent on forecasts. The regions and the stores have traditionally had a strong power and a high degree of local freedom in terms of planning and placing replenishment requests. This has led to a fragmented supply chain planning with local optimization and a lot of manual intervention with plans throughout the supply chain. Furthermore, due to frequent shortage situations some regions have purposely overestimated demand to ensure delivery, which in turn has led to imbalance in terms of demand coverage. Hence, some markets have suffered from stock outs during long periods, whereas other markets have ended up with obsolete inventories. Forecasting has been done on a regional level with approximately 120 users striving for different goals and using different methods. Part of the explanation for this is that IKEA has lacked a common and structured tactical planning of demand and replenishment. In terms of capacity planning, all different parts of the supply chain (stores, warehouses, regions, etc.) tried to optimize their own part of the supply chain, leading to a set of imbalanced supply plans with a low and unstable total throughput with long replenishment times for the supply chain as a whole. To overcome the difficult situation, IKEA initiated a program (a group of projects) aiming to taking better control of its supply chain, and enhance performance in terms of delivery service and costs. A new global planning concept was developed and is currently being implemented. Its cornerstones are mutually integrated planning processes, a centralized planning organization, a focus on data quality and use of advanced software support. Distribution From supplier to store For IKEA, distribution is an important part of the equation of creating home furnishing articles at prices which are as low as possible. Approximately 9,500 IKEA products are manufactured by suppliers and transported to IKEA stores around the world, often via one of the company s central warehouses and distribution centres. At IKEA, distribution is all about making the route from the manufacturer to the customer as short as possible. In the early days of IKEA, the warehouse was a shed on Elmtaryd Farm in the south of Sweden where the founder of the company, Ingvar Kamprad, lived with his parents. In those days products were despatched from Elmatryd with the help of the county milk van that visited the farm each day. Things have changed a bit since then, however. Today IKEA operates 31 distribution centres in a total of 16 countries. From here IKEA products are delivered to stores around the world. Large volumes + flat packs = low costs
5 IKEA works in various ways not only to rationalise and simplify distribution, but also to minimise the impact this part of the business has on the environment. The secret is to calculate as exactly as possible how many products will be needed to satisfy demand. This eliminates any unnecessary costs for production and warehousing. The hallmarks of IKEA distribution are: a global distribution network large volumes flat packages low costs The aim, of course, is to make sure that the right products are always available at the store when the customers wish to buy them. Better efficiency means lower prices The fact that IKEA products are sold packed flat means that they can be transported with greater efficiency. By minimising wasted space it is possible to transport and store more packages at a time. And by increasing what is known as the filling rate in containers etc (in other words, reducing the amount of wasted space), the cost of transporting each item goes down. One good example of this is HOTT kettle. Making better use of the available space by stacking some of the kettles upside down makes it possible to fit ten kettles into a box instead of just six. As a result, less packaging materials are needed and distribution costs are kept lower. More deliveries by rail in future Today 60 percent of all IKEA freight is transported by road, 20 percent by rail and 20 percent by sea. Less than one percent is air freighted. The aim is to constantly increase the proportion of goods transported by rail. Within the next three years 40 percent of all IKEA freight within Europe will be moved by rail. For some years now, all the freight companies working with IKEA have been required to provide statistics for an Environmental Performance Sheet that details how their operations impact on the environment. This enables IKEA to keep a check on these companies environmental work and to monitor what measures they are introducing to reduce the use of fuel and minimise emissions. Sustainability Ask IKEA spokesperson Mona Liss a question about IKEA s sustainability efforts, and the response takes a moment. It s not because Liss doesn t know her company inside and out, it s because IKEA has been doing so much for so long to promote sustainability, there is an encyclopaedia worth of information on the particular details of the topic.
6 We ve had many of these programs in place all the way back to the 1990s, Liss said. And even before these specific programs, it s something we ve been conscious of as a company for a long time. It s not something we just decided to implement in the last few years. It was in 1990 that IKEA decided to transform its conscious efforts into a sustainability action plan. Adopted in 1992, the Environmental Action Plan included 10 key initiatives: 1. Replace polyvinylchloride (PVC) in wallpapers, home textiles, shower curtains, lampshades, and furniture 2. Minimize the use of formaldehyde in its products, including textiles 3. Eliminate acid-curing lacquers 4. Produce a model of chair (OGLA) made from 100% pre-consumer plastic waste 5. Introduce a series of air-inflatable furniture products into the product line to reduce the use of raw materials and transportation weight and volume 6. Reduce the use of chromium for metal surface treatment 7. Limit the use of substances such as cadmium, lead, PCB, PCP, and AZO pigments 8. Use wood from responsibly managed forests that replant and maintain biological diversity 9. Use only recyclable materials for flat packaging and "pure" (non-mixed) materials for packaging to assist in recycling 10. Introduce rental bicycles with trailers for customers in Denmark After working on these initiatives for nearly 16 years IKEA has made substantial progress and become a place where consumers can confidently buy products sourced, manufactured, packaged, shipped, and sold in an environmentally friendly way. IWAY (Appendix 1) or the highway For furniture makers, wood is everything. But in a world where deforestation has become a hot-button topic, it can also be a source of frustration. Where did the wood come from? Are forests in that region responsibly managed? If so, how can that be proved? It s difficult to do, but it s also critical, Liss said. Our long-term goal is to source all of the wood used in our products from forests certified as responsibly managed. To guide that effort, IKEA created the IWAY code of conduct minimum requirements suppliers must meet in order to do business with the company. According to IWAY s environmental and forestry standards, suppliers must agree to: work to reduce waste and emissions to air, ground and water; handle chemicals in a safe way; dispose of hazardous materials in a safe manner; contribute to the recycling and reuse of products; use wood from known areas and, if possible, certified as responsibly managed. To help spread the word and aid suppliers in meeting IWAY standards, IKEA
7 created a network of Trading Service Offices. The offices train, support, and monitor suppliers to ensure compliance. We also have our own forest specialists, Liss said. These staff members spread knowledge about forest management and help us trace wood back to its origins to verify our IKEA wood requirements are met throughout the entire supply chain. Beyond the training and monitoring, IKEA also conducts regular surveys of its suppliers and audits them on a regular basis. While its goals are lofty and standards strict, IKEA understands most suppliers won t meet all of IWAY s rules without a little help. That s why the company created a four-level staircase model (Appendix 2) of its requirements that suppliers can work on over time. Liss said the company s goal is to have 100% of its suppliers at the minimum Level 1 requirements by 2009 and 30% at the highest requirements of Level 4 shortly after. Help from my friends Going it alone is never easy, and in working with wood suppliers around the world to promote sustainable forestry, IKEA has had more than a little help from its friends. Through partnerships with organizations including the World Wildlife Foundation (WWF) and the Rainforest Alliance, the company has armed itself to better tackle problems like illegal logging and lack of Forest Stewardship Council (FSC) certification. Projects are currently underway in Laos, Cambodia, Vietnam, Russia, China, Romania, Bulgaria, Ukraine, Latvia, and Lithuania, and to date, more than 5,000 individuals have been trained in topics related to sustainable forest management and certification. In China alone, more than 1.8 million acres of forest have become FSC certified under IKEA s program. One of the most encouraging stats we ve seen is in the number of wood supply chain audits we conducted last year, Liss said. That number decreased from 90 audits to 50 audits. It s a good thing because it means more suppliers are meeting our documentation requirements and proving their wood comes from the right places. Beyond the trees IKEA s aggressive effort to use sustainable, responsible materials in its products is just the first step in a long line of green initiatives. From the initial design stage through the product s life cycle, IKEA designers, product developers, and technicians consider all safety, quality, and environmental aspects. As a result, all of the company s home furnishing products are comprised of 71% renewable material and include as much recyclable material as possible.
8 When these environmentally friendly products are produced, IKEA works with its manufacturers to ensure safety, efficiency, and sustainability are top goals. Those products are then shipped using IKEA s well-known flat pack strategy. The assembly required products are shipped in smaller and fewer containers, allowing the company to get more boxes in vehicles, thus reducing trips, energy use, and emissions. IKEA takes it a step further by making sure optimal loading techniques are used, vehicles run on cleaner fuels, and more fuel-efficient driving practices are followed. To top it all off, only recyclable materials are used for flat packaging. The result of IKEA s supply chain initiatives is end products consumers can confidently label as green. It s impressive when you consider supply chain is just one piece of the company s comprehensive environmental strategy, just ask Mona Liss. We do so much, it s hard to keep track of it all, she said with a laugh. But it s well worth the effort, and it allows us to deliver the brand message that we truly are a green company. SOURCES: The material contained in this case study has been taken either directly or indirectly from the following sources, with the overall document edited and collated by Stephen Kelly (March 2010). Bartlett, C., Dessain, V. & Sjoman, A. (2006), IKEA s Global Sourcing Challenge: Indian Rugs and Child Labor (B). Harvard Business School Publishing. Ikea. (2010), Multiple Pages [Online]. Available from Jonsson, P., Rudberg, M. & Holmberg, S. (2008), Global supply chain planning at IKEA. Working Paper. Lief, C. (2008), IKEA: Past, Present and Future. IMD International. Retail Merchandiser. (2009), IKEA: The I-Way [Online]. Available from This document is intended as a stimulus for discussion and not to illustrate either effective or ineffective handling of a business situation.
9 Appendix 1 THE IKEA WAY ON PURCHASING HOME FURNISHING PRODUCTS 1. Our Code off Conduct This document The IKEA Way on Purchasing Home Furnishing Products is our Code of Conduct in our relation with suppliers of products for the IKEA range. The Code of Conduct is our minimum requirements on Social & Working conditions and Environment. It has been established in order to make the IKEA position clear to suppliers and their co-workers, as well as any other parties. It is based on the eight core conventions defined in the Fundamental Principles of Rights at Work, ILO declaration June 1998 and the Rio Declaration on Sustainable Development Further IKEA recognises the Fundamental Principles of Human Rights, laid down by the Universal Declaration of Human Rights (United Nations 1948). We believe that our daily business has an impact on Environmental and Human Right issues, in particular, in relation to people's working and living conditions. A complete specification of our minimum requirements is stated in the IWAY Standard document. 2. The IKEA Concept in a Nutshell Our Vision To create a better everyday life for the many people. Our Business idea We shall offer a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them. This shall be achieved through a rational product range development and by adapting product design to production conditions. A rational distribution idea in combination with a caring meeting with the many people. A strict cost-consciousness in all areas. 3. Customers and Suppliers in Focus We have decided once and for all to side with the many. This is an objective that carries obligations.
10 We want to offer our customers low prices for well-designed and functional home furnishing products of good quality, manufactured under acceptable working conditions by suppliers that care for the environment. IKEA is a production-oriented retailing company. We strive to build long-term relationships with suppliers that share our commitment to promote good practices, and who want to grow and develop together with IKEA. Suppliers can expect from IKEA: - to be reliable, - to adapt our products to production, - to contribute to efficient production, - to care for the environment, - to support material- and energy saving techniques, - to take a clear standpoint on working conditions, - to respect different cultures, - to have clear and mutually agreed commercial terms. 4. Producing for IKEA Includes the Following Requirements Legal Requirements Suppliers must comply with national laws and regulations and with international conventions concerning Social & Working Conditions, Child Labour and the protection of the Environment. Social & Working Conditions IKEA expects its suppliers to respect fundamental human rights, to treat their workforce fairly and with respect. Suppliers must: provide a healthy and safe working environment, pay at least the minimum legal wage and compensate for overtime, if housing facilities are provided, ensure reasonable privacy, quietness and personal hygiene. Suppliers must not: make use of child labour, make use of forced or bonded labour, discriminate, use illegal overtime, prevent workers from associating freely with any workers association or group of their choosing or collective bargaining, accept any form of mental or physical disciplinary action, including harassment. Environment and Forestry At IKEA, we shall always strive to minimise any possible damaging effects to the environment, which may result as a consequence of our activities.
11 Therefore, IKEA and its suppliers shall continuously reduce the environmental impacts of operations. Suppliers must: work to reduce waste and emissions to air, ground and water, handle chemicals in an environmentally safe way handle, store and dispose of hazardous waste in an environmentally safe manner, contribute to the recycling and reuse of materials and products, use wood from known areas and, if possible, from sources that are well managed and preferably independently certified as such. Suppliers must not: use or exceed the use of substances forbidden or restricted in the IKEA list of Chemical Compounds and Substances, use wood originating from national parks, nature reserves, intact natural forests or any areas with officially declared high conservation values, unless certified. 5. Implementation The supplier shall effectively communicate to all its sub-suppliers, as well as to its own co-workers, the content of the The IKEA Way on Purchasing Home Furnishing Products, and ensure that all measures required are implemented accordingly. Via a network of Trading Service Offices, IKEA supports their suppliers to improve their operations. Believing in long-term relationships, IKEA does not break off relations due to non-compliance only, as long as there is a willingness to improve in the right direction with an agreed plan of action to comply with the IKEA requirements within an acceptable time frame. Repeated violations of IKEA s requirements will result in the termination of the co-operation. 6. Support and Monitoring The IKEA Trading Service Offices has the direct responsibility to support and monitor the suppliers. To ensure compliance with the requirements, IKEA has also formed a global compliance and monitoring group in order to support and follow up developments on a global basis. IKEA always reserves the right to check suppliers with the help of independent organisations. Appendix 2 - IKEA S STAIRCASE MODEL REQUIREMENTS FOR WOOD SUPPLIERS Level 1 Start-up Conditions Basic requirements that wood product suppliers must fulfil before doing business with IKEA.
12 Origin of the wood must be known and supplier must be able to state from which region within a country the wood originates Wood must not originate from intact natural forests or high conservation value forests High value tropical tree species must be certified according to the Forest Stewardship Council (FSC) Level 2 Minimum Requirements The first step up in IKEA s model includes a number of minimum requirements. Wood must be produced in accordance with national and regional forest legislation and other applicable laws Wood must not originate from protected areas Wood must not originate from plantations in the tropical and subtropical regions established after November 1994 by replacing intact natural forests Level 3 4Wood to Ease Transition 4Wood is the standard developed for suppliers by IKEA in 2005 to ease the transition from Level 2 to Level 4. The 4Wood standard emphasizes the use of wood-tracking procedures and other routines to better control wood from procurement through production. Level 4 Forests certified or responsibly managed The expectation at Level 4 is that forest management and chain of custody standards must be produced in a balanced co-operation between social, environmental, and economic stakeholders and verified by an independent third party. Currently, FSC is the only Level 4 certification recognized by IKEA.
Page 1 Vision & business idea. To create a better everyday life for the many people. Offer a wide range of welldesigned, functional home furnishing products at prices so low that as many people as possible
SUSTAINABLE AGRICULTURAL GUIDING PRINCIPLES AND CRITERIA THE COCA-COLA COMPANY Agriculture is at the heart of the sustainability challenge. Population growth and increasing standards of living create additional
The IKEA Group approach to sustainability How we manage sustainability in our business Customers 3 IKEA products 3 Customer engagement 6 Environment 7 Climate 7 Forestry 8 Cotton 10 Water 11 Waste 12 Suppliers
FSC CHAIN OF CUSTODY CERTIFICATION The FSC System There are two parts to the FSC system: 1. Forest Management certification which makes sure that the forest is managed to high standards covering social,
Code of Supplier Conduct Ethics. Citizenship. Sustainability. Compliance. August 2015 To Our Valued Suppliers Sprint s reputation for service, quality and fair dealing is coupled with Sprint s firm commitment
The Tata Steel vision & sustainability principles The Tata Steel vision is to be the world steel benchmark for value creation and corporate citizenship. In order to achieve this vision, we have implemented
Code of Conduct Sourcing & Supply Chain FAU-F-SPG-2400/EN Background Faurecia, a global automotive supplier, is committed to growth founded on socially-responsible actions and behaviors in all countries
Cederroth Corporate Code of Conduct Introduction Cederroth believes that we have an important role to play in the deve lopment of a sustainable society. We therefore work with a strong commitment to environmental
IKEA : Logistic Study 1 TABLE OF CONTENTS INTRODUCTION 3 I. HISTORY 4 II. IKEA RANGE 5 III. LOGISTICS MODEL 7 1. INTRODUCTION 7 2. LOGISTICS STRATEGY 8 3. FROM PRODUCER TO CUSTOMER 9 LEAD TIMES 9 SUPPLIERS
Code of Conduct INTRODUCTION This Code of Conduct is applicable to all suppliers, their subcontractors and other business partners that do business with H&M Hennes & Mauritz AB (publ.), registered in Sweden,
SAINSBURY S SUPERMARKETS LTD Code of Conduct For Ethical Trade Sainsbury s Supermarkets Ltd. 2013 1 CONTENTS Sainsbury s Code of Conduct for Ethical Trade... 3 1.1. Introduction... 3 1.2. Scope... 3 1.3.
21 December 2011 Statement from NEPCon and the Rainforest Alliance regarding the re-certification of Swedwood Karelia LLC (FSC registration code SW-FM/COC-002041) and complaints filed by Protect the Forest
Sustainability Report 2008 Sustainability efforts must be a natural feature of daily business Alfa Laval s wide offering includes innovative products, solutions and services that help customers save energy,
New Issue 7 This is an ideal package for Food Manufacturers looking to meet BRC Global Standard for Food Safety (Issue 7 2015) for Food Safety Quality Management Systems. Our BRC Food Safety Quality Management
Labor Standards Performance in Your Supply Chain 6 68 96 Introduction Labor standards in the global supply chain is gaining recognition as an important issue. Consumers are becoming more aware of where
Aegon sustainable procurement policy aegon.com The Hague, April 2013 Introduction Aegon N.V., through its operating subsidiaries, is a leading provider of life insurance, pensions and asset management.
CBI Product Factsheet: Brakes and Brake Parts in Eastern Europe Practical market insights for your product Eastern European OEM production continues to rise, due to investment by the leading automotive
CPET Practical Guides Category B evidence Supply chain information January 2007 2 Table of Contents 1 Using the Guides... 5 1.1 UK government requirements... 5 1.2 Overview of the guides... 6 2 Introduction
DMA International ECHO Green Marketing Award Overview & Criteria Green marketing is increasingly important from a global, social, economic, and ethical perspective. To this end, the Direct Marketing Association
APPLYING POSTPONEMENT STRATEGY TO INVENTORY MANAGEMENT Pattarachai Kitbamrung* Department of Industrial Management, Assumption University of Thailand ABSTRACT The purpose of this research is to improve
SUPPLIERS AND FACTORIES Number of active suppliers /factories per region Active suppliers 2010 Active factories 2010 179 444 301 664 and others 195 585 675 1693 Notes: Data shows the number of suppliers
Code of Conduct Version 3, November 2009 BSCI 2.3-11/09 All rights reserved. No part of this publication may be reproduced, translated, stored in a retrieval system, or transmitted, in any form or by any
People & Planet Positive IKEA Group Sustainability Strategy for 2020 Please visit People & Planet on www.ikea.com CONTENT PEOPLE & PLANET POSITIVE 01. The world around us 02. IKEA vision and business foundations
Renault-Nissan CSR Guidelines for Suppliers May, 2010 Renault S.A.S. Nissan Motor Co., Ltd. Contents Introduction Highlights 1. Renault-Nissan Purchasing Way 2. CSR Guidelines for Suppliers (A) Overview
For more information about FSC chain of custody certification: Controlled Wood Produced by: FSC International Center Charles-de-Gaulle Strasse 5 53113 Bonn, Germany Phone : + 49 (0)228 367 66 0 Fax : +
Moving toward sustainable in-plant printing. Together, we re working to protect our environment. Today s in-plant printing operations may be greener than you think, with a number of ways that they re reducing
INTERNATIONAL SUPPLY CHAIN MANAGEMENT BSB20123-7 Written Examination Stimulus Material Case Study - Hennes & Mauritz (H&M) Key facts: H&M was established in Västerås, Sweden in 1947 by Erling Persson and
TECHNICAL INSTRUCTIONS FOR THE APPLICATION OF SUSTAINABILITY CRITERIA TO OFFICE FURNITURE AREAS OF APPLICATION AND SCOPE SENIOR- MANAGEMENT, HIGH-LEVEL AND BASIC FURNITURE CHAIRS FOR SENIOR MANAGE- MENT,
IKEA IWAY presentasjon til Nor-Cargo AS underleverandør For IKEA er det viktig at underleverandører oppfyller standard krav innen lovgivning, miljø, arbeidsmiljø, sosiale forhold og kontinuerlig forbedring.
Contents Chemical Compliance the Bill Of Material Approach (Compliance is mandatory testing is not) Introduction Declaration of Conformity Bill of Materials Using the BOM Chemical Management Systems Appendices
PLASTICS INDUSTRY INTRODUCTION: PLASTICS A day without plastics is unthinkable in a modern, sustainable society. Plastics is used in an endless number of items in our daily lives and is extremely valuable
Welcome to our proposal for Greenwich Peninsula To Blackwall Tunnel To O2 Arena To Charlton/Woolwich Proposed IKEA Store N To A2/Kent 0 10 20 40 60m site plan of the proposed ikea store IKEA is proposing
ecycling o create esource AN INTRODUCTION TO EMR THE BIG PICTURE ealize Everyone recycles, but it s only when you see the big picture that you realize what a difference it s making. Recycling is becoming
T R P O J M Y TH COD OF BUI CODUCT C T P A I O HIK Policy on Table of Contents Page mployees & human rights management A. Implementation B. Grievance procedures C. Issues of context 4 Our standards related
ZVEI s Code of Conduct for Corporate Social Responsibility Preamble ZVEI and its member companies affirm their Corporate Social Responsibility as a part of their global business activities (internationally
Roche Supplier Code of Conduct Roche Supplier Code of Conduct Roche is committed to sustainability in all business activities and aims to apply highest ethical standards. Our suppliers (suppliers of materials,
SOCIAL AND ETHICAL CHARTER FOR OUR SUPPLIERS CARREFOUR S COMMITMENT FOR RESPONSIBLE TRADE. 4 SOCIAL AND ETHICAL CHARTER FOR OUR SUPPLIERS CARREFOUR SOCIAL AND ETHICAL RESPONSIBILITY The Carrefour group,
Kingfisher Global Reporting Initiative Index Our report contains some standard disclosures from the Global Reporting Initiative Sustainability Reporting Guidelines. This Index is intended to aid comparison
46 / 71 2.5 Transparency and engagement: Building customer dialogue #transparency Company supply chains are scrutinised more today than ever before. There is recognition that brands must take responsibility
Communication on Progress - 2015 This COP covers the period from 20/06-2014 to 20/06-2015 Statement of continued support by the Chief Operational Officer To our stakeholders I am pleased to confirm that
Procurement policy Working with our suppliers to support strategic growth Mission Statement The Procurement Department is the focal point for commercial relationships with Eversheds supply chains, ensuring
Stock Control The Importance of Managing Stocks AS & A2 Business Studies PowerPoint Presentations 2005 What Are Stocks? Three main categories of stocks Raw Materials Work in Progress Finished Goods Types
Signatory Name: Ferring Pharmaceuticals Pty Ltd The question numbers in this report refer to the numbers in the report template. t all questions are displayed in this report. Status: Complete The content
Telefónica O2 Germany Company Profile Telefónica O 2 Germany, Telefónica rolls out ethical standards across the world O 2 in Germany is today a converged telecommunications operator. This means that our
Greenlighting Efficiency: 7 Easy Steps to Reduce the Environmental Impact of Today s Supply Chains With increased international attention focused on the environmental impact of manufacturing and transportation,
FOR IMMEDIATE RELEASE Contact: Rick Cantrell January 12, 2010 SFI Vice President and COO 864 653-7224 SFI INC. LAUNCHES NEW STANDARD LEADS FOREST CERTIFICATION FORWARD WASHINGTON Sustainable Forestry Initiative
Introduction In today s highly competitive industry, the advancement of technology and processes has brought about an increased concern for environmental, health and safety issues facing the business community.
Business Ethics Policy Page 1 of 12 Preface and document control This document is intended to provide information in respect of G4S Group Head Office policy, procedure, standards or guidance and will be
Measuring Performance of Reverse Supply Chains in a Computer Hardware Company M.B. Butar Butar, D. Sanders, G. Tewkesbury 1 School of Engineering, University of Portsmouth, Portsmouth, United Kingdom (email@example.com)
ASOS Ethical Code of Conduct The ASOS Ethical Code of Conduct below sets out the minimum standards that ASOS requires from all suppliers who manufacture or procure goods for ASOS. They are based on the
Yusen Logistics (Italy) S.p.A. A Company Profile Yusen Logistics Global - Mission Statement Mission Contribute to global economic development and maximize corporate value by earning the trust of our customers
For more information about FSC chain of custody certification: FSC Certification: Chain of Custody Produced by: FSC International Centre Charles-de-Gaulle Strasse 5 53113 Bonn, Germany Telephone : + 49
CODE OF ETHICAL POLICY POLICY STATEMENT The BBC is committed to ensuring a high standard of ethical and environmental trade practices, including the provision of safe working conditions and the protection
Journal of KONES Powertrain and Transport, Vol. 18, No. 3 2011 THE SUPPLY CHAIN MANAGEMENT AND OPERATIONS AS KEY TO FUTURE COMPETITIVENESS FOR RESEARCH, DEVELOPMENT AND MANUFACTURE OF NEW VEHICLES Julen
General Corporate Social Responsibility Policy 20/10/15 CONTENT GENERAL CORPORATE SOCIAL RESPONSIBILITY POLICY 3 OBJECTIVES 3 1. Objectives of the General Corporate Social Responsibility Policy 3 PRINCIPLES
Comparison of Codes: ETI Base Code; SA8000; GSCP SEDEX CODE COMPARISON Introduction to the Codes ETI Ethical Trade Initiative: The Ethical Trading Initiative (ETI) is a ground-breaking alliance of companies,
Corporate Social Responsibility Practice Guidelines I. General Principles A. Purposes 1. In order to practice and fulfill the corporate social responsibility, and to promote economic, environmental and
UK PRINTING THE FACTS & FIGURES 600 MILLION P.A. CAPITAL INVESTMENT WORLD S FIFTH LARGEST PRODUCER OF PRINTED PRODUCTS 13.5 BILLION TURNOVER 122,000 EMPLOYEES 750 MILLION POSITIVE TRADE BALANCE IN 2014
Maximising supply chain throughput with existing infrastructure Improve customer service without capital outlay 1 the CHALLENGE SUPPLY CHAIN AND LOGISTICS Increasing global complexity and uncertainty is
Health, Safety and Environment Policy Novartis Global Policy March 1, 2014 Version HSE 001.V1.EN 1. Introduction At Novartis, our goal is to be a leader in Health, Safety and Environment (HSE). We strive
CODE OF CONDUCT Ethical rules and guidelines CONTENT Introduction... 3 Our customers... 5 Employees... 7 The world around us... 9 Communication & dialog... 11 Security, theft & loss... 13 Environment...
Report The State of Socially Responsible Manufacturing in the IT Industry Analysis of compliance with criteria for socially responsible manufacturing among 17 brands with TCO Certified products. TCO Development,
GRI Content Index (CSR ) This report uses GRI Sustainability Reporting Guidelines 2002 as a reference. Toshiba requested Shinnihon Integrity Assurance Inc. (SIAI) to conduct an independent thirdparty review
article The Supply Chain Management Process D r N e va n W r i g h t, A U T U n i v e r s i t y, N e w Z e a l a n d, e - m a i l : N e va n. w r i g h t @ a u t. a c. n z The primary purpose of this introductory
ISCC 201 System Basics System Basics for the certification of sustainable biomass and bioenergy ISCC 10-04-19 V 1.15 10-04-19 Copyright notice ISCC 2010 This ISCC document is protected by copyright. It
Introduction The company has planned, established, documented and implemented a food safety and quality management system for the site, which is maintained in order to continually improve its effectiveness
SUSTAINABILITY AND ENERGY SAVINGS Sustainable Supply of Wood Raw Material for Pulp Bengt Brunberg Manager Sustainability, BillerudKorsnäs Gävle, Sweden Bengt Brunberg experience is based on 15 years in
Delta Air Lines Supplier Code of Conduct Delta Air Lines 3/11/13 [Type the author name] Table of Contents A Legal Compliance 2 B Labor and Human Rights 3 C Health and Safety 3 D Environment 3 E Supplier
IKEA Group Sustainability Report FY13 0 2 contents PAGE 13 Find out how we re making products that enable people to live a more sustainable life at home. 0 Contents 3 Introduction 04. About the IKEA group
WHOLESALE/RETAIL PETROLEUM SIC CODES TO NAICS CODES For more detail information go to: http://www.census.gov/epcd/www/naicstab.htm North American Industry Classification System (NAICS) The North American
Principles Mandatory June 2010 The Nestlé Corporate Business Principles Nestlé principles and policies map The ten principles of business operations Consumers Human rights and labour practices Our people
Product Sheet Sustainable Procurement Guidelines for Cleaning Products Basic sustainability criteria and verification instructions Basic sustainability criteria: these address the most significant environmental