CBAM and Procurement: Strategies for Meeting EU Sustainability Regulations
Introduction The EU’s Carbon Border Adjustment Mechanism (CBAM) would impose rigorous new responsibilities on businesses, especially those with high carbon...
Sustainability and resilience are crucial in this period, therefore onshoring offers several benefits for sustainable procurement. Offshoring was once preferred for cost-cutting and operational efficiency, but new difficulties have changed that. Onshoring—bringing production and business activities closer to home—can improve sustainable procurement by reducing risks, enhancing supply chain efficiency, and meeting corporate social responsibility goals.
After the epidemic, procurement will be difficult. Increased supply chain disruption, inflation, commodity volatility, and labour and skills problems are Hackett’s CPO Key Issues Study’s top business threats.
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CPOs prioritised resilience above inflation-related cost savings. Procurement’s biggest risk is supply interruption and revenue loss.
Slow supply recovery from the COVID-19 epidemic persists. Geopolitical turmoil heat up procurement. Managing diverse risks and establishing mitigation methods will need procurement.
Hackett found that procurement leaders are confident in meeting supply risk goals. They say risk management depends on strengthening analytical, modelling, and reporting skills, matching skills and expertise with business demands, and procurement agility.
The trend is to source manufactured products and specialty items locally rather than in low-cost nations, eliminating uncertainty, delays, and supply interruptions.
Geographically categorised sourcing models are shown below:
Outsourcing from nearby is nearshoring. Nearshoring involves outsourcing a business operation or portion of it to a nearby nation, usually on the same continent. Faster logistics, communications, and less misunderstandings and cultural and linguistic benefits are common.
Onshoring is domestic outsourcing. Onshoring involves outsourcing corporate processes within a country.
Examples of sourcing models:
Onshoring products and services is a growing corporate responsibility goal. Onshoring supports sustainability, diversity, and local sourcing.
The local economy and companies benefit from local business processes and production. Shared infrastructure, tools, and facilities improve efficiency, coordination, and communication. Data security and control increase.
Nearshoring/Onshoring benefits:
Recent port congestion and container scarcity delays make sourcing products closer to markets simpler. Regional or local sourcing saves time and guarantees delivery dates.
Product manufacturing and distribution labour costs may be greater, but little or little airfreight and smaller inventory may balance the difference. Consumer behaviour changes regarding delivery speed, carbon miles, and labour exploitation are another motivation to bring suppliers closer.
Consumers view corporate social responsibility as supporting domestic or nearby labour, providing fair wages, and decreasing product transportation distance.
Although the product costs more, consumer peace of mind gives it an edge. Compliance with product requirements and quality standards shows improved cultural fit and communication.
India, the Philippines, and Malaysia are well-known offshoring destinations for skilled technical services, notably in IT.
There is a vast skill pool and competitive cost compared to western countries. Service is available 24/7 due to time zones.
However, the geographic and cultural disparity might bring unexpected problems. Language limitations frequently necessitate emphasis on management and service quality.
Nearshoring/onshoring improves connectivity and reduces project monitoring. Customers with data protection and control needs may need service processes supplied locally.
Changes in regulation, customer demand, and new dangers need supply chain adjustments.
As freight prices rise, nearshoring and onshoring may increase. By bringing providers closer to clients, firms may respond faster to market shifts and demand. Regional and local buying supports company sustainability and minimises product carbon footprints.
The right balance between offshore, nearshoring, and onshoring demands supply chain visibility. Procurement teams that locate the proper suppliers and sources may make their supply chain more robust and sustainable.
They require tools to find sourcing possibilities, consolidate suppliers, and make risk-reducing decisions. Delivery performance and total cost of ownership must be assessed for effective sourcing. Reliable data can reveal internal and external issues in real time.
Onshoring allows companies to improve their sustainability and resilience. Companies may decrease supply chain interruptions, carbon footprints, and help local economies by procuring locally. Onshoring may cost more initially, but the long-term benefits of process visibility, lower shipping costs, and increased consumer trust make it a good decision. Balance offshore, nearshoring, and onshoring with sustainability to create a stronger, more responsible supply chain.
Introduction The EU’s Carbon Border Adjustment Mechanism (CBAM) would impose rigorous new responsibilities on businesses, especially those with high carbon...
Introduction Sustainable sourcing are becoming more and more important in modern B2B supply chains. As the world’s industrial areas are...
Today, when environmental issues are more serious than ever, industries are rethinking their policies. Construction may be one of the...
Introduction The EU’s Carbon Border Adjustment Mechanism (CBAM) would impose rigorous new responsibilities on businesses, especially those with high carbon...
Introduction Sustainable sourcing are becoming more and more important in modern B2B supply chains. As the world’s industrial areas are...
Today, when environmental issues are more serious than ever, industries are rethinking their policies. Construction may be one of the...
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