Despite companies being increasingly focused on working with suppliers that help them achieve their sustainability goals, challenges continue to persist.[31] Suppliers further up the supply chain generally lack the maturity, tools, and capabilities to manage and drive environmental and social improvements.[31][32] When faced with workplace issues such as sexual harassment, retaliation by superiors, and a hazardous environment, lower tiered suppliers typically have a poor response plan, or no plan at all. In cases where a plan is established, suppliers are unable to implement it and train their employees accordingly due to a workforce consisting of nearly 50% temporary workers. As you move further upstream in the supply chain, a company loses more oversight over suppliers. Companies do not directly operate with lower tiered suppliers, and there is generally no contractual relationship in place between the two. This makes it increasingly difficult for companies to manage sustainability upstream. Additionally, lower tiered suppliers operate in relative obscurity compared to the companies they supply, so they tend not to face the same level of scrutiny if failing to meet sustainability standards.[31]
Many companies have thousands of suppliers, making it difficult for those in charge of driving supply chain sustainability to know where to begin and focus their efforts. They may not have access to the right data or may lack the authority to effect real change. Additionally, in striving to be more socially responsible, a company can inadvertently make it harder for smaller, diverse suppliers to compete with the larger, more established ones. Generally, the larger suppliers are better equipped to drive sustainability improvements compared with smaller ones. In rewarding the larger suppliers with larger contracts and reducing business or even severing ties with the smaller ones to achieve sustainability goals, companies make their supplier base less diverse and put the smaller suppliers at a disadvantage.[32]
show |
---|