PLUS+ Login


To log into your PLUS+ Account, complete and submit the information below.

Not a PLUS+ subscriber already? Become one now.


For assistance with your PLUS+ subscription, contact customer service.

Premium access to exclusive online content,
companion digital editions, magazine issues and
email newsletters. Subscribe Now.



Become a PLUS+ subscriber and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access. All feature articles, bonus reports and industry research through scmr.com.

  • 7 Magazine Issues per year of Supply Chain Management Review magazine.

  • Companion Digital Editions. Searchable replicas of each magazine issue. Read them in any web browser. Delivered by email faster than printed issues.

  • Digital Editions Archives. Every article, every chart and every table as it appeared in the magazine for all archive issues back to 2009.

  • Bonus email newsletters. Add convenient weekly and monthly email newsletters to your subscription to keep your finger on the pulse of the industry.

PLUS+ subscriptions start as low as $109/year*. Begin yours now.
That's less than $0.36 per day for access to information that you can use year-round to better manage your entire global supply chain.

For assistance with your PLUS+ subscription, contact customer service.

* Prices higher for subscriptions outside the USA.

You have been logged out of PLUS+

For assistance with your PLUS+ subscription, contact customer service

Need to access our premium PLUS+ Content?
Upgrade your subscription now.

Our records show that you are currently receiving a free subscription to Supply Chain Management Review magazine, or your subscription has expired. To access our premium content, you need to upgrade your subscription to our PLUS+ status.

To upgrade your subscription account, please contact customer service at:

Email: [email protected] Phone: 1-800-598-6067 (1-508-663-1500 x294 outside USA)

Become a PLUS+ subscriber and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access. All feature articles, bonus reports and industry research through scmr.com.

  • 7 Magazine Issues per year of Supply Chain Management Review magazine.

  • Companion Digital Editions. Searchable replicas of each magazine issue. Read them in any web browser. Delivered by email faster than printed issues.

  • Digital Editions Archives. Every article, every chart and every table as it appeared in the magazine for all archive issues back to 2010.

  • Bonus email newsletters. Add convenient weekly and monthly email newsletters to your subscription to keep your finger on the pulse of the industry.

PLUS+ subscriptions start as low as $129/year*. Start yours now.
That's less than $0.36 per day for access to information that you can use year-round to better manage your entire global supply chain.

This content is available for PLUS+ subscribers.


Already a PLUS+ subscriber?
To begin or upgrade your subscription, Become a PLUS+ subscriber now.

For assistance with your PLUS+ subscription, contact customer service.

Sorry, but your login to PLUS+ has failed.


Please recheck your login information and resubmit below.



For assistance with your PLUS+ subscription, contact customer service.

Subscribe to our free, weekly email newsletter!


Transparency and Integrity: They’re prerequisites for supply chain sustainability

Regardless of the motive, environmental and social supply chain sustainability requires a level of transparency, and ultimately integrity, that is only beginning to be recognized.

“Regardless of the motive, environmental and social supply chain sustainability requires a level of transparency, and ultimately integrity, that is only beginning to be recognized,” writes Diane A. Mollenkopf.

By Diane A. Mollenkopf
Diane A. Mollenkopf is the McCormick Associate Professor of Logistics at the University of Tennessee's Haslam College of Business.
November 23, 2015

As increasing awareness of environmental and social concerns pervades business operations, firms are responding to customer, competitor and regulatory pressures to enhance their sustainability efforts. Corporate citizenship extends beyond the confines of any single firm, however, to include the entire supply chain network — both upstream and downstream.

Sometimes these sustainability efforts are driven by adverse events that negatively impact a firm’s reputation or share prices. Stories of collapsed factories, child labor utilization, polluted waterways and contaminated products are but a few events that have signaled to companies they need to have better control over their extended supply chains to protect their brand. Other companies have proactively initiated sustainability efforts, as revealed in Patagonia’s Footprint Chronicles, because they are in the company’s strategic DNA.

Regardless of the motive, environmental and social supply chain sustainability requires a level of transparency, and ultimately integrity, that is only beginning to be recognized. The notion of supply chain transparency dates back to the latter decades of the 20th century, largely driven by regulatory and right-to-know advocacies. More recently, customer and public transparency concerns have been driving the need for increased transparency across supply chains.

Transparency essentially refers to the disclosure of information, which was originally seen in corporate sustainability reports and required for product sustainability certification. Increasingly, however, information about upstream suppliers and downstream customers is also being disclosed. While these efforts can be somewhat controversial, because of the potential for coercion within asymmetric power relationships and the potential for disclosure of competitive proprietary information, supply chain transparency can also ensure accountability of supply chain partners, engender legitimacy among constituents and build trust with customers.

Certainly, supply chain relationships will need to be carefully navigated to strengthen relationships rather then to sour them while creating more transparent supply chains. But transparency for the sake of transparency is not what’s at stake. Instead, supply chain transparency is of strategic importance to companies seeking to ensure their own economic sustainability — and that of their supply chains — in an environment where customers increasingly ask for information about the behavior of the companies with whom they trade, as well as the environmental and social impacts of the products and services they buy.

Ensuring economic sustainability is also critical in a world of growing concerns over resource scarcity. Companies need to understand the entire flow of goods and information within their supply chains to manage risk associated with resource availability. Conflict minerals provide a case in point. Companies require a significant level of transparency across their supply chains to ensure traceability, including the provenance of their mineral supplies. For companies facing other forms of resource scarcity, understanding supplier (and suppliers’ suppliers) capabilities and processes will be vital to ensuring ongoing supply of needed inputs.

The ability to receive early warning signals from the upstream supply chain may be critical in securing alternative sources of supply in highly competitive and contested markets. For example, as climate change continues to wreak havoc for agricultural sectors, downstream processors will need to manage demand while seeking alternative supply sources, all within the confines of growing seasons that constrain supply timing. Firms that monitor weather patterns as they work with upstream suppliers will have a competitive agility brought about by the transparency within their supply chains.

Whether for risk management purposes or for purposes of meeting customers’ growing demands for environmentally and socially responsible products/services, companies efforts to create transparency within their supply chains will require significant levels of effort. The idea is easy, but execution will be challenging. People and technology will be needed to collect vast amounts of data and turn them in to meaningful insights quickly so that firms can respond to changing factor markets and provide appropriate information to customer markets.

Customers and investors are increasingly expecting the firms with which they engage to act with integrity, and transparency ensures that corporate behaviors will be increasingly visible to all stakeholders. The concept of supply chain integrity is only beginning to emerge, but will play a large part in the decisions companies make with respect to environmental and social sustainability efforts. Supply chain integrity reflects the moral compass of firms, but also the underlying structures within their organizations and supply chains to enable actions and decisions that reflect such integrity. Ultimately, supply chain transparency will not only enhance a company’s ability to act with integrity, but will also require organizations to behave accordingly. Both supply chain transparency and integrity will be cornerstones of companies’ sustainability efforts; sustainability leaders have already embedded transparency and integrity into their strategic efforts.

Diane A. Mollenkopf is the McCormick Associate Professor of Logistics at the University of Tennessee’s Haslam College of Business.


Subscribe to Supply Chain Management Review magazine

Subscribe today. Don't miss out!
Get in-depth coverage from industry experts with proven techniques for
cutting supply chain costs and case studies in supply chain best practices.
Start Your Subscription Today!

Recent Entries

In a client research brief, entitled: “Measuring Up: Why Cubic Feet Matter,” CBRE explained that large occupiers are more efficiently using warehouse and cubic space, which is resulting in increased building clearance heights, and has in turn, made measurement of cubic feet, or the “third dimension,” that much more important.

The advent of new carrier alliances and “big ship readiness” will determine which ports gain share and supply chain advantages. Meanwhile, managers must “hedge their bets” to mitigate risk and avoid reliance on a handful of key gateways.

The last decade has been a march towards globalization, but recent political and economic events have created a backlash and stirred the debate; globalization vs. protectionism

For the second survey in a row, leading North American 3PLs identified the consolidation wave as the most important industry trend.

According to Deloitte, the U.S. manufacturing sector is “woefully unprepared”for the cyber threats associated with new connected technology. In “Industry 4.0 and cyber risk: Security in an age of connected production,” one-third of all manufacturers sampled admitted to not having performed any cyber risk assessments of the industrial connected devices operating on factory floors.

Comments

Post a comment
Commenting is not available in this channel entry.


© Copyright 2017 Peerless Media LLC, a division of EH Publishing, Inc • 111 Speen Street, Ste 200, Framingham, MA 01701 USA