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Environmental Sustainability Dashboard for Microsoft Dynamics AX InterDyn BMI www.interdynbmi.com 1-866-264-3249 [email_address]
Massive Paradigm Shift The proper business of business is business. No apology required. January 22, 2005. "The ethics of business." Economist 374: pg. 20-22.  Done well, though, it is not some separate activity that companies do on the side, a corner of corporate life reserved for virtue:  it is just good business. January 17, 2008. “Just good business." Economist 386: pg. 3-6.
Triple Bottom Line ,[object Object],[object Object],Social Economic Environmental
Pressure on Our Customers Company NGOs &  Media Government  Regulations &  Litigation Business & Consumer Customers Financial  Markets & Risk  Assessment Employees & Operations
Most Global Corporations Import Their Problems ,[object Object],Source:  Nike Corporate Responsibility Report FY04 Nike’s impact S upply  c hain  and transport
Supply Network Complexity RETAILER TIER ONE TIER TWO TIER THREE ETC. CONSUMER Source:  Electronic Industry Citizenship Coalition
Examining the Supply Chain a cashmere sweater… Goats in Mongolia Fiber Mill in   China Knitting Factory in China Garment Factory in Italy Distributor in US Retailer in US Transport by Ship or Plane Transport by Truck Transport by Ship Transport by Truck
Greening WalMart's Supply Chain ,[object Object],[object Object],[object Object],[object Object],Launch (2009) Branch (2009-10) Mature (2010-14) Evolve (2015 +) Supplier Level  Product Level
Examples of “Greening” Programs ISO 14001 Standards Supply Chain Emissions Dell Dell Hewlett Packard Hewlett Packard IBM Pepsi Xerox Cadbury Schweppes Bristol-Myers Squibb Imperial Tobacco Ericsson L’Oreal Nokia Nestle General Motors Proctor & Gamble Ford Tesco Toyota Unilever Mitsubishi
Many Companies are Doing this   Today
Andrew J . Hoffman John G. Woody ,[object Object],[object Object],[object Object],[object Object],[object Object]
Technology for Environmental Initiatives: % of IT Budget Technology-related spending on environmental  initiatives over 21% of IT budget in 2007 2007 AMR Research
Highest Business Risk Today 2008 AMR Research
Environmental Sustainability Dashboard
Core Environmental Performance Indicators ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits of Environmental Sustainability  Dashboard ,[object Object],[object Object],[object Object],[object Object],[object Object]
Launch Specifics ,[object Object],[object Object],[object Object],[object Object],[object Object]
Sure Step Guidance for Environmental Sustainability ,[object Object],[object Object],[object Object],[object Object],[object Object],New
ERP CRM HR Projects Financials Product Design  Operations Sales  Marketing Service Manage Org Project Mgmt Pay Product Design Ops Planning Forecast Analyze Market Plan Service Recruit Workforce Collect Project Engineering Purchasing Manage Sales Force Develop Marketing Plan Fulfill Service Contracts Retain Workforce Treasury Mgmt Receiving  Generate Sales Conduct Campaign Handle Customer Enquiries Motivate Workforce Capital Assets QA Generate Customer Activities Deliver Service Close Warehouse Ops Make the Sale Production Process Orders Shipping
Additional Resources ,[object Object],[object Object],[object Object]
 

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Environmental Sustainability Dashboard for Microsoft Dynamics AX

  • 1. Environmental Sustainability Dashboard for Microsoft Dynamics AX InterDyn BMI www.interdynbmi.com 1-866-264-3249 [email_address]
  • 2. Massive Paradigm Shift The proper business of business is business. No apology required. January 22, 2005. "The ethics of business." Economist 374: pg. 20-22. Done well, though, it is not some separate activity that companies do on the side, a corner of corporate life reserved for virtue: it is just good business. January 17, 2008. “Just good business." Economist 386: pg. 3-6.
  • 3.
  • 4. Pressure on Our Customers Company NGOs & Media Government Regulations & Litigation Business & Consumer Customers Financial Markets & Risk Assessment Employees & Operations
  • 5.
  • 6. Supply Network Complexity RETAILER TIER ONE TIER TWO TIER THREE ETC. CONSUMER Source: Electronic Industry Citizenship Coalition
  • 7. Examining the Supply Chain a cashmere sweater… Goats in Mongolia Fiber Mill in China Knitting Factory in China Garment Factory in Italy Distributor in US Retailer in US Transport by Ship or Plane Transport by Truck Transport by Ship Transport by Truck
  • 8.
  • 9. Examples of “Greening” Programs ISO 14001 Standards Supply Chain Emissions Dell Dell Hewlett Packard Hewlett Packard IBM Pepsi Xerox Cadbury Schweppes Bristol-Myers Squibb Imperial Tobacco Ericsson L’Oreal Nokia Nestle General Motors Proctor & Gamble Ford Tesco Toyota Unilever Mitsubishi
  • 10. Many Companies are Doing this Today
  • 11.
  • 12. Technology for Environmental Initiatives: % of IT Budget Technology-related spending on environmental initiatives over 21% of IT budget in 2007 2007 AMR Research
  • 13. Highest Business Risk Today 2008 AMR Research
  • 15.
  • 16.
  • 17.
  • 18.
  • 19. ERP CRM HR Projects Financials Product Design Operations Sales Marketing Service Manage Org Project Mgmt Pay Product Design Ops Planning Forecast Analyze Market Plan Service Recruit Workforce Collect Project Engineering Purchasing Manage Sales Force Develop Marketing Plan Fulfill Service Contracts Retain Workforce Treasury Mgmt Receiving Generate Sales Conduct Campaign Handle Customer Enquiries Motivate Workforce Capital Assets QA Generate Customer Activities Deliver Service Close Warehouse Ops Make the Sale Production Process Orders Shipping
  • 20.
  • 21.
  • 22.  

Editor's Notes

  1. Agenda: Overview of Environmental Sustainability Issue Environmental Sustainability Dashboard Demo Benefits and Launch Specifics Environmental Guidance Additional References 06/07/09 17:32 MICROSOFT CONFIDENTIAL © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.