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5 TIPS TO LEVERAGE DIGITAL TOOLS TO DELIVER TANGIBLE SUSTAINABILITY IMPROVEMENTS

Sustainability
by Arnaud Malarde July 13, 2022

This blog post provides excerpts from a recent webinar that Ivalua conducted
with the Michelin Group and Procurement Leaders. To view the full webinar
replay, please click here.

Speakers: Arnaud Malardé, Ivalua | Hélène Vermont, Michelin Group

With mounting pressure for organizations to make tangible contributions to
Environmental, Social, and Governance (ESG) initiatives, the procurement
function must strategize to implement and report their collective efforts.
Buyers are expected to scrutinize every aspect of the purchasing process to
identify ways to reduce their carbon footprint, source sustainable materials,
and promote diversity. The amount of data associated with these initiatives can
be exponential, a burden too heavy to manage manually. As the sourcing function
evolves, digital procurement technologies have become crucial tools for buyers
to capture and report their sustainability achievements.

Below, Ivalua’s Arnaud Malardé discusses 5 tangible, actionable strategies that
buyers can implement to improve their sustainability efforts. Michelin Group’s
Hélène Vermont joined the discussion to share how applying these practices has
propelled her procurement team to emerge as a leader in sustainability and
Corporate Social Responsibility.

1 . ESG Objectives for Buyers

Arnaud (Ivalua) – Buyers’ objectives have expanded over the years – initially
responsible for savings and cost avoidance, Byers were then tasked with handling
risk management, and also expected to contribute to the organization’s
sustainability initiatives. 

ESG initiatives give the opportunity for businesses to grow, remain competitive,
and innovate with new suppliers, but they also add a layer of complexity to
procurement processes. This is where advanced procurement technology can help –
to enable buyers to embed their ESG objectives into a Source-to-Pay system,
measure their progress against these goals, and report how procurement is
directly impacting the organization’s sustainability efforts.

Hélène (Michelin Group) – Our Buyers’ objectives have indeed evolved over the
years based on their level of maturity, portfolio, and quantitative or
qualitative objectives. Where procurement technology really comes into play is
helping us to manage our quantitative objectives. Ivalua’s digital platform will
give Michelin the ability to benchmark our progress toward achieving key ESG
goals in the procurement process, to include:

 * The amount of spend in each category that has been assessed on ESG criteria
 * The percentage of purchased goods emissions by suppliers with science-based
   targets
 * The number of Requests for Quotation that have been completed through an
   e-sourcing platform, and how many include a CSR criteria

2. Supplier Selection


Arnaud (Ivalua) – When buyers select a supplier, they have many criteria that
they are assessing them on. It would be simple if buyers were only looking for
the lowest-cost supplier, but they have to consider other factors as well such
as price, transport, lifecycle of the product, and environmental and social
components. Measuring against all of these criteria and more to select a
supplier is extremely complex, and this is where advanced procurement technology
is particularly useful – it allows buyers to embed ESG and other criteria into
the actual supplier selection process. 

Automation capabilities allow buyers to account for a number of factors, weigh
the importance of each, and optimize award scenario analyses to choose the
supplier that best meets their needs. In fact, the more criteria measured, the
more useful the platform. For example, if a buyer asks a supplier via an RFP
questionnaire what their product carbon footprint is, advanced procurement
technology can compare this carbon footprint to other suppliers, weigh it
against the cost and delivery of the item (if it’s local or not), and show what
level of risk is associated with the supplier. The technology allows for this
type of flexibility to help buyers make the best and most informed decisions
that will help them choose the best supplier for their needs – every time.
Additionally, if the criteria selected does not yield existing suppliers in
their database that are mature enough in sustainability or ESG areas, the
technology can discover new suppliers that are more aligned with their ESG goals
and initiatives.

Hélène (Michelin Group) – It is important for Michelin to have our Corporate
Social Responsibility (CSR) criteria in mind during the entire purchasing
process, not just during the RFP stage. The aim of these criteria is to source
from sustainability-focused suppliers who are focused on sustainability who
provide CSR visibility and performance into their products and services
offering. The solution can effectively streamline the questionnaire portion of
the RFP process (eliminating Word and Excel) and creating a more convenient,
traceable process. 

3. Supplier Performance Evaluation

Arnaud (Ivalua) – ESG criteria can also be applied at the supplier performance
management level when buyers are evaluating their suppliers. Advanced
procurement technology allows buyers to create scorecards to rate their
suppliers against any number of KPIs including price, quality, strategic fit,
compliance, and sustainability. What the tool really gives them is an
architecture for collaborative data from multiple sources, including the buyer,
the supplier, and other internal and external stakeholders. Without a
centralized view of all of this information, buyers may struggle to make
strategic decisions. The scorecards used on a digital procurement platform
combine this information and allow buyers to easily benchmark categories and
suppliers against other options, highlighting the most suitable choice and
indicating where improvement plans should be put in place.

Hélène (Michelin Group) – Michelin is continually focused on ESG initiatives,
before and after a contract is signed, and during the supplier
relationship/performance management process. Technology has allowed us to assess
performance beyond our direct suppliers – to evaluate the natural rubber supply
chain all the way to the farmer level to accurately identify environmental and
human/labor rights risks. Additionally, after proper risk assessments, we can
then set up remediation projects to tackle these areas and address the risks.

4. Reporting: Capturing Sustainability Efforts


Arnaud (Ivalua) – The reporting requirements for buyers are multiplying when it
comes to sustainability. Procurement teams must adhere to internal reporting or
audit compliance standards along with data, diversity, and sustainability
regulations. In many countries, teams face increasing financial obligations and
societal contributions. Further, a company’s environmental impact can influence
whether or not they qualify for loans or other financial aid in certain cases.
Without a system in place to quantitatively capture the contributions buyers are
making to the organization’s sustainability goals, many of their efforts will
get lost in the shuffle and procurement will not receive credit for the good
work they are doing.


Hélène (Michelin Group) – Reporting on sustainability efforts is complex and
teams must adhere to utilizing a centralized information system to capture
relevant data. As Michelin is expected to provide detailed reports under
pressing deadlines, we really start to see the value of an integrated technology
platform. Ivalua’s solutions provide a high level of data capture and reporting
that helps us gain a global view of spend and regulatory compliance. For
instance, we are reporting on the greenhouse gas emissions of all the goods and
services we buy, and it would be incredibly complicated and time-consuming to
capture and analyze this data without a centralized, comprehensive reporting
capability.

5. Ordering and Catalogs

Arnaud (Ivalua) – While buyers may choose to align with  sustainable suppliers,
certain products and services provided by “less” sustainable suppliers actually
have a lower carbon footprint or higher ESG score. Advanced procurement
technology allows buyers to view information at a more granular level and make
strategic decisions around sustainability. For instance, smart catalogs with ESG
criteria will “flag” preferred items in particular areas, such as the most
eco-friendly products, or services with the best diversity strategy. These smart
catalogs help guide users to the products and services that will make the most
impact on the organization’s sustainability goals.

Hélène (Michelin Group)  – Michelin has developed two “smart” tools–the first is
an internal marketplace tool where we tag parts and materials with a green logo
to indicate whether or not they have been refurbished (these items are not only
more environmentally friendly, but they typically cost less as well). We also
tag products and services that come from inclusive suppliers (i.e. those in
sheltered areas) with a blue heart logo. These labels allow buyers in the plants
to select these items first, contributing further to our overall sustainability
efforts. 

Ivalua will continue to leverage transformative tools to make positive and
measurable contributions to global Environmental, Social, and Governance (ESG)
initiatives. Partnering with companies like Michelin, we can work together to
collectively reach these goals to build a more sustainable future for our
planet.


Ivalua is the smart procurement platform solution built to work with your
existing business processes to help you make better, faster, and more
sustainable procurement decisions. To learn more about how Ivalua can help your
organization achieve their sustainability goals, click here. 

 


LEADER



Magic Quadrant for
Procure-to-Pay Suites 2021

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Author


ARNAUD MALARDE

SENIOR PRODUCT MARKETING MANAGER

Arnaud has over 10 years’ experience in procurement across both sourcing and
procure-to-pay. His experience comes from working with major international
technology and media groups, where he was responsible for overseeing solution
deployments as well as ensuring business value is achieved through technologies.
Arnaud has a Masters in Finance from ESCP Europe – a top Business School in
France and a European MSc in Management from London City University.




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