johnson and johnson supply chain case study

We use cookies to improve your experience on our site. Importantly, the elements of the Sustainable Procurement Program are embedded in the supplier management process, from supplier selection through score-carding and awards and recognition.

05013650. When Johnson & Johnson (J&J) got its start in 1886, there were just over one billion people in the world. The analysis uncovered that Johnson & Johnson could be more focused and targeted on the issues they engaged their suppliers on to get the answers they needed more quickly. Case study: Johnson & Johnson - supplier development and collaboration. 726 0 obj <>stream A convergence of two trends led Johnson & Johnson to work with WWF to analyze risk within the company’s supply chain—the emergence of palm oil as a growing environmental risk and increased interest from consumers in naturals and naturally derived ingredients.

718 0 obj <>/Filter/FlateDecode/ID[<6790E6D2E93E944181B2466CBDA324EA>]/Index[707 20]/Info 706 0 R/Length 69/Prev 990695/Root 708 0 R/Size 727/Type/XRef/W[1 2 1]>>stream To achieve that goal, they are expanding the reach of the Sustainable Procurement Program to include suppliers covering 80% of their total spend. We reached out to WWF to help us with a framework that could help us understand what potential risks might be in naturally derived ingredient supply chains and how we could better arm our procurement organization with this knowledge so that they could ask smarter questions to our suppliers,” says Paulette. endstream endobj 711 0 obj <>stream �}��Cn˃kZ���QH���C��t\�Ͷ��Z�ú+���l;��L{����0>�Gs�0��^aBD��.ћ��y�_�۶n׭9ר�s�8��������O߀���Jj���X+!

Explore how buyers are harnessing the power of purchasing for a more sustainable future. “From our suppliers’ point of view – it’s question fatigue. Johnson & Johnson. At the same time, the company was also cognizant that a lot of assumptions are wrapped up with naturals—people assume that they are better from a personal health stand point and environmental one—if it’s good for them, it must be good for the planet. ���ǀ5�0Z�T�P.��|!�W��Y��S�������u By continuing to use our site you accept our use of cookies. As a business founded with the belief that a healthier planet offers benefits to human health, Johnson & Johnson has been setting environmental goals for nearly 30 years, and broader Citizenship & Sustainability goals since 2010. � w�e� January 01 2010. With a strong sense of responsibility and deep commitment to sustainability, Johnson & Johnson embarked on a journey to better understand what some of those risks might be around other naturally derived materials that the company sources. A key practice highlighted in Johnson & Johnson’s five-year Citizenship & Sustainability 2020 goals is collaboration with suppliers to accelerate environmental and social improvements across the value chain – accomplished through their Sustainable Procurement Program. %%EOF And we have a responsibility to ask the right questions to get just the right information so that we can be as smart as possible in our decision making.”. An Insight from the 2017 Next Generation Operations Summit.

The Program has evolved over time, building on progress and insights gained as the Company worked towards their prior Healthy Future 2015 goals. Case Studies Frameworks Reports Insights; Transforming the Supply Chain at Johnson & Johnson. And with more than 78,000 suppliers around the world, Johnson & Johnson recognizes that the business can drive enormous positive impact through their supply chain sustainability initiatives. A convergence of two trends led Johnson & Johnson to work with WWF to analyze risk within the company’s supply chain—the emergence of palm oil as a growing environmental risk and increased interest from consumers in naturals and naturally derived ingredients.

R`h-��������!A��ʿ���n�+���s�{�X"NAGH� FR�2���H$���=�������h�c��%����E:%/�),"�Hƕ���!�ߜG�����,MG��[����7�D2��p8����:4}"�ݛ��C`_)Y,Ϛ�� Ɇ�ڣ%ٓ��Z�>��f�8Kr�Co7x�]�B�%I��-��-8y���NЈL*St��IS�Ѩ�X�)*����o�rb�eu�IMU���m/++��c�'$�|�����b�� �̵��K�^�ڇ$)%3��|X�J2g�? These include specific ambitions to tackle impacts outside their direct control. Johnson & Johnson Supply Chain’s Experience: Implementing DSCSA's Product Identification Requirements . hޔSmo�0�+������I� 0 The program maintains a flexible approach, focusing on issues that are relevant and important to both Johnson & Johnson and their individual suppliers. o�tݶDO�^xyJt�A q���d��b�h`��`P�� l@6�`���0�0�aR�ĸ��l��@����>7e�g㬐8!��z����y_�����[�J Share on . H��TYo�@~����vW��{���H�*QQ��!�1Gh Sp���;�k�(H���|��麞M�e ���i]ˇ�n��ZAԩ�Z@�cj��:��n%HH���J�+��1����zZ�����B]v!�w%������2��Lj��˜V�q��h}H�n��@�4J��L�$ Given the risks identified with palm oil, the company knew that this implicit belief from consumers needed to be managed responsibly. As a business founded with the belief that a healthier planet offers benefits to human health, Johnson & Johnson has been setting environmental goals for nearly 30 years, and broader Citizenship & Sustainability goals since 2010.

© 2020 CDP WorldwideRegistered Charity no. 707 0 obj <> endobj Please see our. Making a difference upstream through targeted risk management, Provides opportunity for improved supplier engagement. ��E iF��B�G�@�Z��AX��/���� h�b```��l��� ���2�Q M�b�j�Y ���#z�9�Q�AE���V����1�>8�>�j�̙3� Instead of asking suppliers a generic, and often lengthy, set of questions, the risks and hotspots identified enables the Johnson & Johnson’s buyers to ask a specific supplier of a specific ingredient in a certain geography as few as three questions that would result in information that can inform purchasing decisions.

endstream endobj 708 0 obj <>/Metadata 119 0 R/OCProperties<>/OCGs[719 0 R]>>/Outlines 142 0 R/PageLayout/SinglePage/Pages 703 0 R/StructTreeRoot 173 0 R/Type/Catalog>> endobj 709 0 obj <>/ExtGState<>/Font<>/Properties<>/XObject<>>>/Rotate 0/StructParents 0/Tabs/S/Type/Page>> endobj 710 0 obj <>stream �R���9(�J�2�P�R܌8���x�¥��3�$��##x��R�Qң��T�� ���=/U? Carbon Disclosure Projects (CDP) Supply Chain Program PROCUREMENT SUSTAINABILITY INITIATIVE SUPPLY CHAIN STRATEGY - Prevent climate changes & natural resources - To measure the use of energy & greenhouse gases Purchasing decisions Suppliers transparent to sustainability programs Working with each supplier on initiatives that can drive the greatest value and impact in that supplier’s industry has led to collaborative problem-solving across the full product lifecycle. Johnson & Johnson has raised their expectations as they look towards 2020, with an aspiration for world-class supplier sustainability efforts. (R����:X�Mhy�����ϰ+����u~~0 �� @c�e�T ����C�>E|

� ��M��������Rj(J��J��:y!��[��L ���-��薰��Z�����~��M�ʹW��-� �.�wۅlt4��W����]qnM���]���b�R@�f"��Y��֚ǹP-\8#Þ)a�Vc���ڛϚc�]�m��eƾy�B��e�{JĭR�J�s{�%�]q���9!���+�ꙻ[��)�(��8�g,r���G%��!��]. Together, WWF and Johnson & Johnson will host a training in the summer of 2014 to arm the company’s buyers with the knowledge and insights needed to effectively manage potential risks or issues for a given commodity and geography. “Tools like WWF’s Supply Risk Analysis help us have an intelligent and thoughtful conversation with our suppliers and build a relationship and collaboration with our suppliers that is critical to making a difference upstream in our value chain. “It’s not necessarily about getting a lot of information; it’s about getting the right information,” says Paulette. Mike Rose . 1122330VAT registration no: 923257921A company limited by guarantee registered in England no. Vice President, Supply Chain Visibility Now, 131 years later, J&J serves just over one billion people per day worldwide. %PDF-1.5 %���� In fact, this year Johnson & Johnson incorporated CDP disclosure scores into its Supplier Sustainability Awards, recognizing two suppliers in the category of CDP Improvement. h�bbd``b`��O@��`�$X�@,- ��P�끄D6�H�g`bd endstream endobj startxref Johnson & Johnson is now distilling the findings into a set of tools and resources to equip their procurement organization. They are getting asked so many questions. �q��K�0 zJ

Arms buyers with knowledgeable insights.

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