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Greenhouse gas monitoring, sometimes described as Scope 1, Scope 2 or Scope 3, refers to the practice of tracking and measuring the emissions of greenhouse gases that are generated by a company's operations, including its supply chain, production processes, and transportation. This involves gathering data on the consumption of energy and raw materials, as well as emissions generated during production and transportation activities. The purpose of greenhouse gas monitoring as a business is to identify areas of high emissions and develop strategies to reduce them, with the ultimate goal of mitigating the impact of climate change. This practice is becoming increasingly important for businesses as governments and consumers demand greater accountability and action on climate change.
The emissions are split into 3 ‘scopes’:
Scope 1 – Are direct greenhouse gas emissions from company-owned or controlled sources, such as emissions from combustion in boilers or vehicles.
Scope 2 – Are indirect greenhouse gas emissions from the generation of purchased electricity, heat, or steam consumed by the organization.
Scope 3 - Are indirect emissions from activities outside of the organization's control, such as emissions from the production of purchased materials, employee commuting, or waste disposal.
Specialism:
Category Management
Procurement Strategy
Supplier Management
Sustainability
Learn moreGreenhouse gas monitoring, sometimes described as Scope 1, Scope 2 or Scope 3, refers to the practice of tracking and measuring the emissions of greenhouse gases that are generated by a company's operations, including its supply chain, production processes, and transportation. This involves gathering data on the consumption of energy and raw materials, as well as emissions generated during production and transportation activities. The purpose of greenhouse gas monitoring as a business is to identify areas of high emissions and develop strategies to reduce them, with the ultimate goal of mitigating the impact of climate change. This practice is becoming increasingly important for businesses as governments and consumers demand greater accountability and action on climate change.
The emissions are split into 3 ‘scopes’:
Scope 1 – Are direct greenhouse gas emissions from company-owned or controlled sources, such as emissions from combustion in boilers or vehicles.
Scope 2 – Are indirect greenhouse gas emissions from the generation of purchased electricity, heat, or steam consumed by the organization.
Scope 3 - Are indirect emissions from activities outside of the organization's control, such as emissions from the production of purchased materials, employee commuting, or waste disposal.
Specialism:
Category Management
Procurement Strategy
Supplier Management
Sustainability
Learn moreGreenhouse gas monitoring, sometimes described as Scope 1, Scope 2 or Scope 3, refers to the practice of tracking and measuring the emissions of greenhouse gases that are generated by a company's operations, including its supply chain, production processes, and transportation. This involves gathering data on the consumption of energy and raw materials, as well as emissions generated during production and transportation activities. The purpose of greenhouse gas monitoring as a business is to identify areas of high emissions and develop strategies to reduce them, with the ultimate goal of mitigating the impact of climate change. This practice is becoming increasingly important for businesses as governments and consumers demand greater accountability and action on climate change.
The emissions are split into 3 ‘scopes’:
Scope 1 – Are direct greenhouse gas emissions from company-owned or controlled sources, such as emissions from combustion in boilers or vehicles.
Scope 2 – Are indirect greenhouse gas emissions from the generation of purchased electricity, heat, or steam consumed by the organization.
Scope 3 - Are indirect emissions from activities outside of the organization's control, such as emissions from the production of purchased materials, employee commuting, or waste disposal.
Specialism:
Category Management
Procurement Strategy
Sourcing
Supplier Management
Sustainability
Learn moreShared services refer to a business model where common support functions are consolidated and provided centrally within an organization, serving multiple departments or units. This approach streamlines operations, optimizes resources, and improves efficiency by eliminating duplication and promoting standardization. Shared services typically encompass functions like human resources, finance, IT, procurement, and customer service.
By pooling resources and expertise, shared services enable cost savings, process harmonization, and enhanced service delivery across the organization. This centralized structure enhances collaboration, enables better decision-making, and allows departments to focus on their core activities, fostering overall organizational effectiveness.
Specialism:
Procurement Operating Model
Social procurement refers to the intentional practice of using procurement processes and decisions to generate positive social impact and address social issues. It involves considering and prioritizing suppliers and contractors who have a demonstrated commitment to social responsibility and contribute to social value creation. Social procurement strategies may focus on criteria such as supplier diversity, fair labor practices, local sourcing, job creation for marginalized populations, supporting small and minority-owned businesses, and fostering community development. By incorporating social considerations into procurement decisions, organizations can leverage their purchasing power to drive positive social change, promote inclusive economic growth, and address societal challenges within their supply chains and communities.
Specialism:
Procurement Strategy
Sustainability
Source to Pay (S2P) refers to the end-to-end procurement process encompassing activities from strategic to transactional. Source to Contract involves the activities of sourcing, negotiating and contracting with a supplier, whilst Procure to Pay refers to the process of raising a Purchase Requisition and Purchase Order through to the payment of the supplier. Managed effectively, Source to Pay can integrate a large proportion of procurement stages into one streamlined workflow, enabling organizations to optimize supplier relationships, control costs, ensure compliance, and achieve greater visibility and efficiency throughout the entire procurement lifecycle.
Specialism:
eProcurement
Procurement Operating Model
Procurement Process
Procurement Strategy
Source to Contract (S2C) is a strategic and systematic process that encompasses the activities involved in sourcing goods or services for an organization, starting from the identification of sourcing needs and requirements through to the creation of contracts with selected suppliers. S2C is a critical part of the broader procurement lifecycle and typically includes the following steps:
- Requirement Identification
- Supplier Identification
- Supplier Evaluation and Selection
- Request for Proposal (RFP)
- Bid Evaluation and Negotiation
- Contract Creation
The Source to Contract process aims to ensure that the organization secures the best value and quality from suppliers while mitigating risks and adhering to legal and regulatory requirements. It involves strategic sourcing, supplier evaluation, bidding, negotiation, and contract management activities. By following an effective S2C approach, organizations can optimize their procurement processes, achieve cost savings, enhance supplier relationships, and improve overall operational efficiency.
Specialism:
Category Management
Procurement Process
Sourcing
Supplier Management
Sourcing is the process of finding and contracting with Suppliers for goods and services. A highly simple principle but very complex to deliver in practice. There are a number of steps within the sourcing process and Organizations should fit the sourcing process to their wider business processes.
Specialism:
Negotiation
Procurement Process
Sourcing
Sourcing levers refers to the various tools or tactics that companies use to negotiate better terms, pricing, and quality with their suppliers. These levers are used to maximize the value of the goods or services procured and to minimize costs and risks associated with the procurement process.
Sourcing project team refers to the process of assembling a group of individuals with the necessary skills, expertise, and experience to manage and execute a sourcing project or initiative within an organization. This team typically includes representatives from various departments, such as procurement, operations, finance, and legal, who collaborate to identify sourcing needs, evaluate potential suppliers, negotiate contracts, and implement sourcing strategies. Their collective efforts contribute to effective sourcing and procurement outcomes, enabling the organization to acquire goods and services efficiently and effectively.
Specialism:
Category Management
Procurement Management
Sourcing
