Can the SDGs Provide a Basis for Supply Chain Decisions in the Construction Sector?
Abstract
:1. Introduction
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
2.1. Methodology
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
5. Conclusions
Acknowledgments
Author Contributions
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 |
---|---|
Primary Goal | |
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 |
Secondary Targets: | |
15.1, 15.3, 15.4, 15.5, 15.7, 15.8, 15.c | |
Additional Goals | |
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 |
FSC | Modern Slavery | |
---|---|---|
Status | Optional | Mandatory |
Lead | bottom-up | top-down |
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/su10030629
Chicago/Turabian StyleRussell, 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