Can the SDGs Provide a Basis for Supply Chain Decisions in the Construction Sector?
1.1. Construction and a Sustainable Supply Network
1.2. Sustainable Development Goals
1.3. Responsible Consumption and Production
2. Selection and Exploration of Approaches to Embedding the SDGs
2.2. “Bottom-up” Goal Setting: Forest Stewardship Certification
2.3. Top-down Goal Setting: Modern Slavery
3. Observations and Comparisons
4. Operationalising the SDGs—Value Driven Approaches
Conflicts of Interest
Appendix A. Semi Structured Orientation Interview Questions
- Please could you outline your role and how this fits within the supply chain (SC) team.
- How do you select suppliers and monitor supplier performance?
- What typically is the relationship/communication routes that the SC team have with suppliers?
- How far down the chain do you think Carillion have direct or indirect influence currently?
- When you report KPIs for Carillion, how far down the chain do you report?
- What do you think suppliers understand about sustainability? (Does it matter? to whom)
- When, as part of tendering process, is Sustainability flagged as an important criterion?
- If you talk to suppliers what do you say are the key sustainability goals that Carillion are looking to achieve through their work.
- How do you keep up to date with the company’s sustainability objectives/goals?
- If suppliers don’t know about sustainability where do you suggest they go if they want help?
- Can suppliers respond to requests for more innovative approaches/more sustainable approaches? (prompt: Examples of success)
- What do you think are the big barriers/issues that need to be turned into opportunities?
Appendix B. Sustainable Development Goals Supported by FSC
|SDGs Supported||SDG Targets Supported|
|15. Life on Land||Main Target: 15.2 By 2020, promote the implementation of sustainable management of all types of forests, halt deforestation, restore degraded forests and substantially increase afforestation and reforestation globally|
|15.1, 15.3, 15.4, 15.5, 15.7, 15.8, 15.c|
|1. No Poverty||1.5|
|2. Zero Hunger||2.4|
|5. Gender Equality||5.5, 5.a|
|6. Clean water and sanitation||6.4, 6.5, 6.6, 6.7|
|7. Affordable and clean energy||7.2|
|8. Decent work and economic growth||8.4, 8.5, 8.7, 8.8,|
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|Team||Role||Length of Interview|
|Supply Chain||Supplier Accreditation and Monitoring||1 h|
|Supply Chain||Supplier Accreditation and Management||1 h|
|Supply Chain||Managing Regional Strategy, supply chain procurement—multiple projects, client liaison||1 h|
|Supply Chain||Managing Regional Supply Chain Team-multiple projects, client liaison||1 h|
|Supply Chain||Managing Regional Supply Chain Team-multiple projects, client liaison||1 h|
|Supply Chain||Managing Procurement—Joint Venture||1.15 h|
|Supply Chain||Leading team for large public-sector project, delivery, client liaison||1 h|
|Sustainability||Corporate Sustainability—policy, strategy and reporting||45 min|
|Sustainability||Business Unit Sustainability Strategy—monitoring, reporting, leading project sustainability||1 h|
|Time||20 years of experience/mature process||2 years since implementation of UK act. Process still developing|
|Corporate Drivers for Action||Initially NGO pressure and consumer concern on product providers 1||NGO pressure driving legislation|
|Personal Drivers for Supply Chain team||High decision makers with values aligned to FSC social and environmental aims||Meeting legalisation, alignment with general values|
|Network Collaboration||longer term collaboration has allowed development of relationships and trust within network||short development time resulting in collaboration primarily with peers|
|Implementation||FSC policy, Chain of Custody||MS Policy, and Audit|
|Theme||Modern Slavery (Top-Down Goal Setting)||FSC (Bottom-Up Goal Setting)|
|Defining ‘What is right’||B||Commitment by Government to a legal ‘solution’ defines the ‘ethical’ position for the supply network.||C||Requires commitment, to buy FSC timber and create market demand, which can be difficult in a business-to-business sector.|
|B||Negotiated’ agreement across the supply chain—engagement with personal and corporate values|
|Collaboration||B||In the UK the legal requirement has created a level playing field and engendered collaboration between construction industry organisations/companies. This has resulted in shared costs.||B||Demands collaboration along the supply network.|
|C||Supply network collaborators may have different goals (i.e., improved living conditions, reducing loss of rainforest, minimising cost).|
|Relationships||C||It is difficult to get beyond Tiers 1 & 2 especially in global networks; modern slavery most likely to occur in tiers 4, 5 and beyond.||B||Considers social, environmental and economic issues making it attractive for local communities to engage and support.|
|C||Tentative relationships with NGOs||B||Strong supportive engagement of NGOs offering critical assessments and validation.|
|B||Positive benefits to downstream SMEs engaged in process.|
|B||Senior procurement staff are engaged with downstream end suppliers (FSC)|
|B||Reduces the likelihood of modern slavery as it can remove exploitative drivers e.g., illegal logging|
|Control||C||Modern slavery is driven by issues outside the control of corporate organisations i.e., inequalities, legal protection of vulnerable workers in some countries||B||Operates as a non-governmental process, unrestricted by national borders.|
|Ability to Deliver||C||Demands for ‘no slavery in the supply network’ are strained by time pressured delivery requirements.||C||Documenting Chain of Custody is critical to maintain credibility but increases costs and is complex to manage|
|C||Modern slavery is frequently linked to ‘illegal’ labour and exploitation—policies, charters and audits struggle to reach lower Tiers|
|Transparency||C||Reporting by major companies but currently weak driver across rest of supply chain||B||Detailed and transparent reporting|
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Russell, E.; Lee, J.; Clift, R. Can the SDGs Provide a Basis for Supply Chain Decisions in the Construction Sector? Sustainability 2018, 10, 629. https://doi.org/10.3390/su10030629
Russell E, Lee J, Clift R. Can the SDGs Provide a Basis for Supply Chain Decisions in the Construction Sector? Sustainability. 2018; 10(3):629. https://doi.org/10.3390/su10030629Chicago/Turabian Style
Russell, Erica, Jacquetta Lee, and Roland Clift. 2018. "Can the SDGs Provide a Basis for Supply Chain Decisions in the Construction Sector?" Sustainability 10, no. 3: 629. https://doi.org/10.3390/su10030629