#sustainability should always be fully owned by the #COO, #operations & #supplychain management team rather than the #CEO!
We often see #CEO's introducing some exciting sustainability strategy that is highly ambitious but simply impossible to execute operationally by the teams on the ground (#procurement, #buying, #logistics, #merchandising, #planning).
Many of these goals are great for #pr but are completely disconnected from the operational reality and thereby doomed to fail. What happens next is that these top-down goals are being pushed down to the operations team à la please find a way to achieve these sustainability KPIs (while also reducing costs, speeding up lead times, and improving #OTIF).
If the goal is to truly embed sustainability into an operation you've got to start from the bottom up: 1) Understand what you are buying from whome at which costs using which materials, 2) start auditing your suppliers on sustainability metrics in addition to OTIF/quality etc, 3) get a basic understanding where you are today in terms of sustainability, where you want to be and start improving along each step of your value chain to work towards that.
At Ameba we see sustainability metrics as an additional data point to capture alongside production statuses, #leadtime, #costs and #quality out of any of your existing systems, emails, excels, pdfs etc. With Ameba customers get a holistic picture of their supply chain to improve these metrics (and understand the trade-offs), instead of trying to make an unfeasible 180 degree transformation of an existing operation out of nowhere...