How to capitalize on SCM expertise to implement CSR strategy
In the previous Point of View, we highlighted the historical key stages leading to the emergence of
CSR.
In the early 1980’s, the Supply Chain Management (SCM) concept arose to allow a better transversal
integration of the company and valorization of its resources to serve customer satisfaction and profitability, with fundamental principles a CSR approach can only approve.
However, one could object SCM focuses only on economics, while CSR integrates 3 axes: economy, social
and the environment. Is this really the case? Although SCM seems to consider the interests of only 2 stakeholders (the shareholders for the profitability and its customers for the service), we
ought not to under estimate the indirect social and environmental gains it creates. For example, the pacification of relationships within silos of the company, as well as with its suppliers and
customers, or chasing down waste to limit scraps and material losses, without talking about transportation optimization decreasing greenhouse gas emissions.
Thus, Supply Chain Management, while being focused on the economic stake, directly or indirectly
contributes to most of the CSR axes.
Therefore, it’s completely logical today to think about how to take advantage of SCM experience to
facilitate the integration of CSR practices into the company?
