Remove 2030 Remove Africa Remove Groups Remove Metrics
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sust[AI]nability

Enterra Insights

billion over the next five years as part of its long-term goal to cut in half its emissions by 2030 and reach net-zero emissions by 2050.”[5] This is expected to result in the reduction of over 26 million metric tons of greenhouse gas emissions — the equivalent of taking five million-plus cars off the road for a full year.

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Do You Know Your Suppliers? Counting the Cost of Ignorance

QAD

In April 2022, allegations arose claiming children as young as 10 in Ghana , West Africa were harvesting cocoa beans for food industry giant Mondel?z In April 2021, food giant Hershey Food announced its “ No Deforestation Policy ” to end deforestation across its supply chain by 2030. z International, which owns Cadbury.

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This Week in Logistics News (April 22 – 28)

Logistics Viewpoints

The Dirty Dozen, in alphabetical order, are: Amazon, Atlantic Coast Utilities/Laurence Moloney, Daikin America, Dollar General, Ernst Nursery and Farms, Foundation Food Group/Gold Creek Foods, Hilton Hotels, Kingspan Light and Air, Liox Cleaners/Wash Supply Laundromat, Mayfield Consumer Products, Refresco, and Starbucks. percent by 2030.

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Building Outside-In Processes

Supply Chain Shaman

I am half-way through a spring speaking tour that will wrap-up in June with a speech in South Africa and Peru. As a group, spend time brainstorming how sentiment can be used cross-functionally. Economic Vision of Supply Chain 2030. Join us for a critical view of supply chain 2030 through the insights of leading economists.

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How Can We Heal the Global Supply Chain?

Supply Chain Shaman

In the last six months, in my travels, I have presented to supply chain teams in China, Belgium, France, Germany, Peru, Mexico, Netherlands, South Africa, Singapore, and the United Kingdom. The winners drive improvement while posting financial results in the Supply Chain Metrics That Matter ahead of the peer group.

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Adapting in the Face of Change

Supply Chain Shaman

Food instability looms in Africa. Let’s examine the market reality by looking at a peer group. The constant reorganization and leadership changes within Unilever create ongoing turbulence not seen in their peer group. The focus needs to move from functional metrics to balanced scorecard outcomes. Green stagnation?