Fall 2008 Symposium

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Sustainable Supply Chains: Making the Case for Going Green

November 5-6, 2008
Comfort Suites
120 W. Third Street
Bethlehem, PA 18015

Co-Sponsored by:

Speakers and Abstracts:

Uri Kogan (Supply Chain Social & Environmental Responsibility Program Manager—Hewlett Packard), Turning Green into Gold—HP's Business Case for Sustainability

Hewlett Packard has the largest electronics supply chain in the world, purchasing more than $50B annually from suppliers located in emerging economies. Recently HP won the ISM R. Gene Richter Award for Leadership and Innovation in their commitment to sustaining social and environmental responsibility. Being a manufacturer since 1939, HP understands the business case for sustainability and will present several case studies related to product innovation, environmental protection and improved quality and productivity while making factories healthier, safer and fairer for workers.

Jessica Ford (Operational Development & Core Values Manager—Volvo Logistics North America), Moving Volvo Freight the SmartWay

Volvo Logistics North America (VLNA) purchases transportation for AB Volvo supporting Volvo's requirements that carriers be aware of their environmental emissions and understands how to minimize them. In this session you will hear about the EPA's SmartWay program and what shippers need to do to be in the program—including what difference it makes to VLNA. Additionally, you will hear of some of the projects VLNA has completed and is working on to increase energy efficiency while reducing greenhouse gases and air pollution.

Elliot Grover (Vice President, Commercial—Mars Snackfood US), David Prybylowski (Sustainability Director—Mars Snackfood US), Sue Pinter (Senior Commercial Manager—Mars Snackfood US), Sustainability—Intersecting Economics, Ecology, and Social Equity

In 1987, the UN World Commission on Environment and Development offered what has become the most widely accepted definition of sustainability, describing it as “development that meets the needs of the present without compromising the ability of future generations to meet their own needs.” By linking Mars Snackfood’s efficient use of resources with human and environmental health, this definition provided the basis for explaining sustainability as the intersection of three value systems: economics, ecology, and social equity. This talk will discuss how we have developed a strategic roadmap to embed sustainability throughout our supply chain.

John "Jack" Rizzo ’72 (Managing Director—Global Construction, ProLogis and Lehigh Athletics Hall of Famer), ProLogis’ Approach to Profitable, Sustainable Development

ProLogis is the largest owner, developer and manager of distribution facilities world wide. Learn how they established the triple bottom line approach to sustainability by creating optimal balance between environmental stewardship, shareholder value and corporate social responsibility. You will learn how renewable energy creates value for real estate by utilizing roof space for solar projects and will get a better understanding of how the USGBC LEED rating system can make your project more energy efficient and lower operating costs.

Robert Colucci (Sr. Director, Global Energy Planning & Management—Merck), Going Green at Merck—Advantages Beyond the Bottom Line

Going green can be a tough sell when energy and related costs are less than 1% of your total expenditures. But driving toward sustainability has many more advantages beyond the bottom line. In this session you will hear how Merck is Going Green--obtaining management commitment, aggressive goal setting, successful project management, and engaging employees. As a result of this strategy, Merck has been awarded the Energy Star (R) Partner of the Year award 2006-2008, the first pharmaceutical company to be so recognized.

David Vehec (Vice President—Genco), Making Green a Competitive Supply Chain Advantage

Globally there are new laws being introduced impacting business in the environment. In the United States there are federal, state, regional, and local regulations to consider. Positive bottom line results are achievable without losing focus on the core business. Many retailers and manufacturers have established centralized operations for the disposition of returned, recalled and distressed merchandise. The value derived mitigates cost and maximizes value. The winning companies in the future will have a strategic corporate commitment to sustainability and to supply chain excellence.

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