Commentary: What to do if Coronavirus canceled your sustainability audits
As coronavirus continues to threaten communities and businesses, companies can mitigate sustainability risk by maintaining supply chain visibility with ratings.
The effects of COVID-19 have devastated lives across the globe for months—and the Western Hemisphere is just now feeling the brunt of it. For many companies, the epidemic has also led to the cancellation of supplier on-site audits of social and environmental practices. The cancellations, while necessary, are leading to concerns that the disruption will threaten sustainability practices and create blind spots in safety and labor conditions.
But businesses don't need to completely compromise supply chain visibility and control during these trying times. To ensure ethical and sustainable business continuity in the supply chain, companies first need to understand the risk and impact of canceling audits and then find helpful alternatives. Third-party supplier sustainability ratings are one alternative that can help provide resilience through the crisis.
The impact of canceling audits
It's understandable that audit companies or the internal auditors themselves have had to cancel on-site audits during the peak of coronavirus due to the travel restrictions and other government orders put in place to minimize exposure to the virus. However, this precautionary measure will have an immense short-term impact on companies' supply chain visibility into the sustainability issues previously uncovered by audits, as well as their due diligence programs to address these issues.
The audit cancellations expose companies to great risks and blind spots during a time period where brands can't afford more volatility. It opens the supply chain to environmental, labor and human rights, and ethics threats that could profoundly harm the overall business. For example, many companies are being forced to consolidate supply onto fewer suppliers, which is pushing overcapacity at those few suppliers, leading to excessive hours for employees or quick mass hiring. These circumstances could lead to abuse, modern-day slavery, unethical working conditions, and more.
Many companies rely on on-site sustainability audits to measure and/or monitor supplier practices such as working conditions. Shut off that flow of information, and there's no way to know if the supply chain is complying with codes of conduct and, ultimately, your brand values. If your suppliers or partners decide to take away their focus on reducing energy or water consumption, not only is your brand reputation at risk from a sustainability point of view but also your costs will increase. And worse, the lack of audits opens the supply chain to the risk of dangerous working conditions, forced labor, discrimination, and more.
Lack of on-site audits will also cause delays in reporting on ESG (environmental, social, and governance) disclosures—an important action for securing investments and growth opportunities, as exemplified most recently by global investment management company BlackRock's decision to focus on sustainable investing. Hundreds of studies have shown that sustainable equities outperform in a bull market and are also more resilient in a bear market. Reporting on ESG is crucial for ensuring long-term success, and companies should try to maintain their disclosure and progress as best as possible.
Plan B: Turn to sustainability ratings
"Flying blind" due to canceled on-site audits is not your only option in the midst of COVID-19. To maintain visibility and control, sustainability ratings are available to enable remote desktop assessments on corporate social responsibility (CSR) issues within the supply chain—especially in quarantined regions.
Sustainability ratings assess a company and its suppliers' sustainability performance in environment, labor and human rights, ethics and sustainable procurement based on international sustainability standards. Ratings that cover the breadth and depth of issues in a typical supply chain—both of purchasing categories and countries, as well as the full range of sustainability criteria—can provide a level of visibility by exposing threats deep in the global supply chain that can help brands prevail until the outbreak is controlled. For example, ratings can indicate whether a supplier in Asia is following labor laws and working restrictions posed by COVID-19. They can show if a partner in Europe is maintaining their commitment to cutting water usage and gas emissions.
Ratings are remote, not impacted by travel restrictions, and are a good alternative to have in your pocket in an ever-changing, globalized world filled with natural disasters, outbreaks, and political turmoil. In this case, results from rating assessments can be used to hone audit strategy once conditions have returned to normal and travel bans are lifted, which will be useful as a surge in audits and possible backlog delays are expected. For example, buyers could prioritize which of their suppliers to audit based rating results. They would know to pay close attention to suppliers with low scores, suppliers that refused to engage in corrective actions, those that do not improve scores over time, and those that simply refused to participate in a rating assessment.
Aside from ratings, there are also industry-specific solutions to maintain visibility across a focused set of categories—such as the Higg index from the Sustainable Apparel Coalition, or the Responsible Business Alliance self-assessment for the electronics industry.
In times like these, it's important to put your people first without jeopardizing your business and supply chain. Risks around the environment, human rights, ethics, and more are extremely detrimental to brand reputation and business longevity, and constant monitoring and assessment is critical. In the wake of a crisis where businesses are forced to cancel on-site audits, don't give up control just yet. Remember that sustainability ratings can help your brand mitigate risk during all types of compromising situations.
Businesses are cautiously optimistic as peak holiday shipping season draws near, with many anticipating year-over-year sales increases as they continue to battle challenging supply chain conditions.
That’s according to the DHL 2024 Peak Season Shipping Survey, released today by express shipping service provider DHL Express U.S. The company surveyed small and medium-sized enterprises (SMEs) to gauge their holiday business outlook compared to last year and found that a mix of optimism and “strategic caution” prevail ahead of this year’s peak.
Nearly half (48%) of the SMEs surveyed said they expect higher holiday sales compared to 2023, while 44% said they expect sales to remain on par with last year, and just 8% said they foresee a decline. Respondents said the main challenges to hitting those goals are supply chain problems (35%), inflation and fluctuating consumer demand (34%), staffing (16%), and inventory challenges (14%).
But respondents said they have strategies in place to tackle those issues. Many said they began preparing for holiday season earlier this year—with 45% saying they started planning in Q2 or earlier, up from 39% last year. Other strategies include expanding into international markets (35%) and leveraging holiday discounts (32%).
Sixty percent of respondents said they will prioritize personalized customer service as a way to enhance customer interactions and loyalty this year. Still others said they will invest in enhanced web and mobile experiences (23%) and eco-friendly practices (13%) to draw customers this holiday season.
The practice consists of 5,000 professionals from Accenture and from Avanade—the consulting firm’s joint venture with Microsoft. They will be supported by Microsoft product specialists who will work closely with the Accenture Center for Advanced AI. Together, that group will collaborate on AI and Copilot agent templates, extensions, plugins, and connectors to help organizations leverage their data and gen AI to reduce costs, improve efficiencies and drive growth, they said on Thursday.
Accenture and Avanade say they have already developed some AI tools for these applications. For example, a supplier discovery and risk agent can deliver real-time market insights, agile supply chain responses, and better vendor selection, which could result in up to 15% cost savings. And a procure-to-pay agent could improve efficiency by up to 40% and enhance vendor relations and satisfaction by addressing urgent payment requirements and avoiding disruptions of key services
Likewise, they have also built solutions for clients using Microsoft 365 Copilot technology. For example, they have created Copilots for a variety of industries and functions including finance, manufacturing, supply chain, retail, and consumer goods and healthcare.
Another part of the new practice will be educating clients how to use the technology, using an “Azure Generative AI Engineer Nanodegree program” to teach users how to design, build, and operationalize AI-driven applications on Azure, Microsoft’s cloud computing platform. The online classes will teach learners how to use AI models to solve real-world problems through automation, data insights, and generative AI solutions, the firms said.
“We are pleased to deepen our collaboration with Accenture to help our mutual customers develop AI-first business processes responsibly and securely, while helping them drive market differentiation,” Judson Althoff, executive vice president and chief commercial officer at Microsoft, said in a release. “By bringing together Copilots and human ambition, paired with the autonomous capabilities of an agent, we can accelerate AI transformation for organizations across industries and help them realize successful business outcomes through pragmatic innovation.”
Census data showed that overall retail sales in October were up 0.4% seasonally adjusted month over month and up 2.8% unadjusted year over year. That compared with increases of 0.8% month over month and 2% year over year in September.
October’s core retail sales as defined by NRF — based on the Census data but excluding automobile dealers, gasoline stations and restaurants — were unchanged seasonally adjusted month over month but up 5.4% unadjusted year over year.
Core sales were up 3.5% year over year for the first 10 months of the year, in line with NRF’s forecast for 2024 retail sales to grow between 2.5% and 3.5% over 2023. NRF is forecasting that 2024 holiday sales during November and December will also increase between 2.5% and 3.5% over the same time last year.
“October’s pickup in retail sales shows a healthy pace of spending as many consumers got an early start on holiday shopping,” NRF Chief Economist Jack Kleinhenz said in a release. “October sales were a good early step forward into the holiday shopping season, which is now fully underway. Falling energy prices have likely provided extra dollars for household spending on retail merchandise.”
Despite that positive trend, market watchers cautioned that retailers still need to offer competitive value propositions and customer experience in order to succeed in the holiday season. “The American consumer has been more resilient than anyone could have expected. But that isn’t a free pass for retailers to under invest in their stores,” Nikki Baird, VP of strategy & product at Aptos, a solutions provider of unified retail technology based out of Alpharetta, Georgia, said in a statement. “They need to make investments in labor, customer experience tech, and digital transformation. It has been too easy to kick the can down the road until you suddenly realize there’s no road left.”
A similar message came from Chip West, a retail and consumer behavior expert at the marketing, packaging, print and supply chain solutions provider RRD. “October’s increase proved to be slightly better than projections and was likely boosted by lower fuel prices. As inflation slowed for a number of months, prices in several categories have stabilized, with some even showing declines, offering further relief to consumers,” West said. “The data also looks to be a positive sign as we kick off the holiday shopping season. Promotions and discounts will play a prominent role in holiday shopping behavior as they are key influencers in consumer’s purchasing decisions.”
Third-party logistics (3PL) providers’ share of large real estate leases across the U.S. rose significantly through the third quarter of 2024 compared to the same time last year, as more retailers and wholesalers have been outsourcing their warehouse and distribution operations to 3PLs, according to a report from real estate firm CBRE.
Specifically, 3PLs’ share of bulk industrial leasing activity—covering leases of 100,000 square feet or more—rose to 34.1% through Q3 of this year from 30.6% through Q3 last year. By raw numbers, 3PLs have accounted for 498 bulk leases so far this year, up by 9% from the 457 at this time last year.
By category, 3PLs’ share of 34.1% ranked above other occupier types such as: general retail and wholesale (26.6), food and beverage (9.0), automobiles, tires, and parts (7.9), manufacturing (6.2), building materials and construction (5.6), e-commerce only (5.6), medical (2.7), and undisclosed (2.3).
On a quarterly basis, bulk leasing by 3PLs has steadily increased this year, reversing the steadily decreasing trend of 2023. CBRE pointed to three main reasons for that resurgence:
Import Flexibility. Labor disruptions, extreme weather patterns, and geopolitical uncertainty have led many companies to diversify their import locations. Using 3PLs allows for more inventory flexibility, a key component to retailer success in times of uncertainty.
Capital Allocation/Preservation. Warehousing and distribution of goods is expensive, draining capital resources for transportation costs, rent, or labor. But outsourcing to 3PLs provides companies with more flexibility to increase or decrease their inventories without any risk of signing their own lease commitments. And using a 3PL also allows companies to switch supply chain costs from capital to operational expenses.
Focus on Core Competency. Outsourcing their logistics operations to 3PLs allows companies to focus on core business competencies that drive revenue, such as product development, sales, and customer service.
Looking into the future, these same trends will continue to drive 3PL warehouse demand, CBRE said. Economic, geopolitical and supply chain uncertainty will remain prevalent in the coming quarters but will not diminish the need to effectively manage inventory levels.
That result came from the company’s “GEP Global Supply Chain Volatility Index,” an indicator tracking demand conditions, shortages, transportation costs, inventories, and backlogs based on a monthly survey of 27,000 businesses. The October index number was -0.39, which was up only slightly from its level of -0.43 in September.
Researchers found a steep rise in slack across North American supply chains due to declining factory activity in the U.S. In fact, purchasing managers at U.S. manufacturers made their strongest cutbacks to buying volumes in nearly a year and a half, indicating that factories in the world's largest economy are preparing for lower production volumes, GEP said.
Elsewhere, suppliers feeding Asia also reported spare capacity in October, albeit to a lesser degree than seen in Western markets. Europe's industrial plight remained a key feature of the data in October, as vendor capacity was significantly underutilized, reflecting a continuation of subdued demand in key manufacturing hubs across the continent.
"We're in a buyers' market. October is the fourth straight month that suppliers worldwide reported spare capacity, with notable contractions in factory demand across North America and Europe, underscoring the challenging outlook for Western manufacturers," Todd Bremer, vice president, GEP, said in a release. "President-elect Trump inherits U.S. manufacturers with plenty of spare capacity while in contrast, China's modest rebound and strong expansion in India demonstrate greater resilience in Asia."