"Supply Management's Role in Sustainability"
April 17, 2008

Program Description
Program Outline
Panelist Information


Program Description

The topic of "sustainability" has leapt into corporate boardrooms, raising questions of the company's social responsibility and environmental practice, policies and decision-making. Questions find their way to supply management and challenge us to explore how our companies and our suppliers are dealing with sustainability. The program looks at sustainability elements across contract language, supplier assessments and audits, regulations, reporting requirements and compliance. It will also cover how to keep management informed on sustainability — and the supply manager's role in addressing these issues.

Who should attend?

This satellite seminar is designed for all levels of supply management professionals from manufacturing, service, or public sector organizations who are concerned with creating and implementing sustainable as well as socially responsible policies in their organizations and their supply chains. It will also be useful to professionals in other areas of the organization who are interested in or are participating in social responsibility or sustainability programs in their organizations.

Program Outline

Segment 1: What is Sustainability?

• Why are we talking about this?
• Sustainability terminology
• How social responsibility and sustainability are interrelated
• Sustainability survey findings

Segment 2: Implementing a Program within Your Organization

• Building a Business Case
• Sustainability options: environment, finance and other areas
• Audits and measurements
• Establishing policies and goals
• Green procurement strategies
• Resources

Segment 3: Working with Suppliers to Implement Sustainability Practices

• Identifying sustainability in products and services
• Compliance measurements
• Contract provisions

Segment 4: What's Next?

• Tracking results
• Sustainability communications: Key Performance Indicators
• Stakeholder expectations
• Sustainability initiatives: attracting talent and gaining recognition
• Globalization and other issues to consider
• How can you get involved?
• Lessons learned

Panelist Information

Main Presenter:

Dennis M. Gawlik, C.P.M., has over 25 years of supply management and change management experience, both domestically and internationally. Dennis is the head of non-clinical sourcing for Seattle Children's Hospital and Regional Medical Center. Dennis has also worked for Washington Mutual, Alaska Airlines, Starbucks / Seattle's Best Coffee and Amazon.com. Dennis also teaches sustainable operations at Bainbridge Graduate Institute. He has a BA degree in economics and geography from Northwestern University and a Master of Science in transportation/business logistics from Penn State.

Panelists:

Robert E. Boyle III, is co-leader of Energy and Environmental Sourcing for AT&T's Supply Chain and Fleet Operations organization. In his current role, he is responsible for providing policy counsel, strategic direction and program management services to a cross-functional forum of energy and environmental supply chain stakeholders with the overarching goal of attaining triple bottom line value and life cycle asset optimization across multiple product and service streams.

Robert also co-leads a number of post-merger energy and environmental supply chain initiatives for AT&T and plays an integral role in supporting the company's M&A due diligence activities. Among other priorities, he has co-developed and helps support a cohesive, innovative and dynamic supply chain sustainability strategy for AT&T that integrates strategic energy investments with core business needs, quality assurance and communications due diligence. Robert also provides technical counsel and resource planning services around AT&T's corporate sustainability strategy, emerging issues and brand equity.

Robert has over 16 years of cross-functional, hands-on experience across a diverse range of executive leadership roles and client support activities. He has worked at various levels through several large corporate mergers since he was recruited for AT&T's rotational leadership development program. Robert's experience to date centers around infrastructure, energy and environmental competencies, including global commodity supply, demand management, market leadership and sustainability, facility intelligence tools, energy equipment supply chain, alternative energy technologies, industrial ecology and multi-stakeholder communications.

Prior to joining AT&T, Robert was a lead production planner for The Genlyte Group, where he oversaw inventory management systems, bills of material automation activities and assembly schedules for thousands of residential and industrial lighting SKU's. He received a Bachelor of Science Degree in Business Administration from Bowling Green State University, with specialization in Supply Chain and Operations Management, and a Master of Arts degree with multi-disciplinary emphasis on technology and culture from the University of Colorado.

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Kirk Eberhart, C.P.M., is the Global Director of Supply Chain for Material Sciences Corporation (MSC), where he works closely with the internal stakeholders and leadership team to identify emerging opportunities for savings and expense reduction in all aspects of the supply chain. Specific areas that have recently been pursued at MSC include improved negotiation preparations, alternate logistics solutions, improved inventory management, and purchasing in low cost countries. Kirk's area of expertise includes:

• Implementing Supply Chain strategies that maximize return on resources (people, assets, dollars),
• Managing the Supply Chain across multiple locations,
• Designing a Supply Chain structure that operates with 'centralized' governance and decentralized execution,
• Developing and implementing Strategic Sourcing Plans,
• Leading the skills development of internal resources,
• Consensus building when 'Supply Chain' change is inevitable
• Developing performance management measures to ensure alignment of all parties

With more than 15 years of purchasing and supply chain experience, Kirk's background includes a number of experiences ranging from multi-facility purchasing responsibility to Supply Chain design and implementation. His success in managing corporate supply chains was built on a foundation of 15 years plant operations experience where he held a variety of management positions. This unique background has enabled Kirk to be a successful Supply Chain change agent as the global market place continues to evolve.

Kirk has a bachelor's degree in Business Administration with a focus in Management, and an Associates degree in Engineering. Kirk also holds a Certified Purchasing Manager (C.P.M.) certificate from the Institute of Supply Management™ and he is a member of the Aberdeen Research Advisory Council for 2008.

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Sherrie Moomey is a Category Manager in Nike's Global Procurement team. She has spent the last 20 plus years in multiple key roles in the supply chain, ranging from retail and inventory management, to sourcing and strategic planning, process improvement, Sarbanes-Oxley Initiatives and business technology enhancement including automated workflow. Her abilities as a change agent have helped her success as she has identified process and procurement opportunities within the companies she has worked for.

Sherrie combines her procurement technical skills and commodity knowledge with her abilities to facilitate cross functional and cross cultural teams; research and assess data; and conceptualize, strategize and create processes and systems. As a Procurement Manager at Nike, Inc., these abilities, and the changes they have produced not only helped her team deliver significant cost savings but they have also helped Nike become a more sustainable company.

Sherrie began leveraging her abilities as a change agent to create more sustainable practices in her companies 15 years ago, when she was a senior buyer for a software company, seeking high quality, high post consumer content recycled paper for software documentation.

After Sherrie moved to Nike, the need for clarity in the industry over what constituted "environmentally friendly" paper, led her to initiate Nike's first scorecard to measure different sustainable attributes of paper companies. Her team looked beyond the percentage of recycled content in the paper and the sources of the fiber, the main measures of sustainability at the time, and created a scorecard that measured a variety of sustainable practices, including chlorine free manufacturing processes, and chain of custody for old growth timber. The scorecard allowed Nike business units to evaluate potential paper products in a number of areas, and choose the most sustainable paper products that also met the physical characteristics required by the project.

In April 2007, Nike released its corporate responsibility report for FY05-06, which detailed a number of aggressive targets that Nike wants to achieve in the next thirteen years, with the first target in 2011. Targets include reduced CO2 emissions for transportation and travel, climate neutral facilities and travel and environmentally preferred materials in products. Sherrie is currently employing her skills to help Nike achieve these ambitions targets by leading the indirect procurement team in developing metrics for evaluating supplier's sustainable practices corporately and setting procurement targets aligned with Nike's corporate targets. The objective is to understand and assess the commitment of Nike indirect suppliers to corporate responsibility, with the intent of aligning with companies share similar values. A pilot of the assessment will begin in March with key current suppliers. Ultimately this assessment tool will be used in the RFX process for all suppliers doing business with Nike.

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