guidance for leadership in sustainable purchasing running a sustainable purchasing program part 3:...
TRANSCRIPT
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Guidance for Leadership in Sustainable PurchasingRunning a Sustainable Purchasing ProgramPart 3: Plan, Commit, Implement & Report
The session will begin shortly.
March 10, 2015
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GoToWebinar Orientation
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You should be seeing something like this…
Gray microphone indicates you are muted
Hand button allows you to “raise your hand”
Radio buttons indicate which audio input you are using
Text box for submitting questions to the moderator
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Audio Troubleshooting
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There are two audio modes…
Option 1: Telephone Option 2: Computer Microphone
If you are on the telephone and your Audio panel looks like this or this, the moderator CANNOT unmute you and you will NOT be able to
speak.
You must set the radio button to “Telephone” and enter the Audio PIN provided.
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Joining the Discussion
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How to ask to be unmuted…
Option 1: Raise your hand Option 2: Submit a request via Q&A pane
Click button to raise or lower your hand
Microphone turns green when you’ve been unmuted
I’d like to say something. Can you unmute me?
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Recording
This session is being recorded and will be posted as a
resource for public access.
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Chapter 2. Create the Program
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Agenda
1. Context
1. Upcoming Pilot Program Education Sessions
2. Brief Strategy Cycle Overview
2. Running a Sustainable Purchasing Program
1. Strategy Planning
2. Strategy Plan Commitment
3. Strategy Plan Implementation
4. Strategy Reporting
3. Q&A + Discussion7
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Education Sessions Schedule
All sessions take place from 11:00-12:30pm ET.
February 24: Creating a Sustainable Purchasing Program
March 5: Running a Sustainable Purchasing Program (Part 1 of 3) – Understanding and Launching Strategy Cycles
March 10: Running a Sustainable Purchasing Program (Part 2 of 3) – Spend Analysis
March 12: Running a Sustainable Purchasing Program (Part 3 of 3) – Planning Strategies, Implementing & Reporting
March 17: Professional Services
March 19: IT Hardware and Services
March 24: Transportation
March 26: Paper
April 1: Cleaning and Sanitizing Chemicals for Facilities Care
April 8: Landscaping and Grounds Maintenance
April 15: Electricity
April 22: Food
April 29: Construction and Renovation
May 6: Furnishings
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Agenda
1. Context
1. Upcoming Pilot Program Education Sessions
2. Brief Strategy Cycle Overview
2. Running a Sustainable Purchasing Program
1. Strategy Planning
2. Strategy Plan Commitment
3. Strategy Plan Implementation
4. Strategy Reporting
3. Q&A + Discussion9
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Key Terms
A sustainable purchasing program that has all four components the Council considers essential for a program to be capable of achieving genuine leadership.
Achieving genuine leadership means taking meaningful responsibility for all the significant environmental, social, and economic consequences of the organization’s purchasing.
Sustainable Purchasing Program (all-caps)
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Strategy Cycles
Strategy Cycles provide a flexible process for a group of key stakeholders collaborate to:
• understand opportunities for improvement;
• prioritize strategies for addressing them;
• commit to specific strategic actions;
• implement those actions; and
• measure the results over time.
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Strategy (capitalized)A specific area of focus for which a plan of action is being developed or has been developed.
Examples could include an organization’s “Electricity Strategy”, “Supplier Diversity Strategy”, “IT Strategy”, “Human Rights Strategy”, etc.
There are several types of Strategies an organization might prioritize for their Sustainable Purchasing Program:• A category Strategy• A Strategy focused on a specific aspect of the supply chain’s
environmental, social, and economic performance• A supplier-specific Strategy
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Key Terms
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Strategy Plan (capitalized)A planning document that describes, in detail, the projects/activities that make up an organization’s Strategy in a given area of focus.
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Key Terms
In this cycle, we’re going to develop a strategy for managing the consequences of our fuel purchasing. We’ll call it our “Fuel Strategy.”
Boss, we’d like you to review and approve our Fuel Strategy Plan.
FuelStrategy
Plan
We got the green light! Now, we can implement our Fuel Strategy Plan!
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Environmental, Social, and Economic Performance Environmental, Social, and Economic Consequences Positive or negative influences on the natural, social, and market systems on which life, communities, and commerce depend.
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Key Terms
Leadership in sustainable purchasing involves thinking expansively and holistically about these influences and identifying how to optimize them in order to advance a positive future.
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Worksheet handout available for download:www.sustainablepurchasing.org/performance
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Program LeaderGeneric term for the person who leads an organization’s Sustainable Purchasing Program.
A wide range of professionals have been found to be serving the Program Leader role. In some organizations, the Program Leader is a Sustainable Purchasing Coordinator, in others it’s a sustainability staffer or someone in Environmental Health & Safety, and so on.
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Key Terms
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Strategy StakeholdersEveryone who could be affected by the Strategy and therefore needs to be kept informed so they are not blindsided and are prepared to give input at appropriate points.
Strategy TeamThose stakeholders who need to be involved throughout the process of developing and implementing the Strategy.
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Key Terms
Strategy Stakeholders
Strategy Team
Everyone in the organization, suppliers, and the public
Potential Strategy Stakeholders
Internal stakeholders could include:• Business units;• Procurement;• Finance;• Operations units; and• the program’s managerial sponsor.
External stakeholders could include:• Customers;• Suppliers;• Investors;• Public interest advocates
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Implementation TeamThe individuals that will implement the projects within a Strategy.
These could be the same as the Strategy Team, but often it will include staff with specific implementation expertise. (E.g., Print Shop Manager is on Strategy Team, but implementation responsibility is passed to Print Shop Foreman.)
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Key Terms
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Strategy Cycle Phases
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Strategy Cycle Phases
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Strategy Cycle Phases
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Strategy Cycle Phases
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Strategy Cycle Phases
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Strategy Cycle Phases
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Strategy Cycles in Practice
• Flexible on scope and scale
• Varying levels of complexity
• Establishes reporting that goes beyond implementation
• Promotes continuous improvement
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Two Stages of Prioritization
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Strategy Cycle
A structured process for selecting and designing specific strategies to advance the goals of an organization’s sustainable purchasing program.
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Questions?
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Agenda
1. Context
1. Upcoming Pilot Program Education Sessions
2. Brief Strategy Cycle Overview
2. Running a Sustainable Purchasing Program
1. Strategy Planning
2. Strategy Plan Commitment
3. Strategy Plan Implementation
4. Strategy Reporting
3. Q&A + Discussion31
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Planning Phase: 10 Steps
Step 1 Adjust Strategy Team
Step 2 Explore potential decision criteria
Step 3 Select decision criteria
Step 4 Explore potential projects
Step 5 Select short-list of potential projects
Step 6 Further investigate short-listed potential projects
Step 7 Select projects for implementation planning
Step 8 Create Strategy Plan timeline, metrics, targets & milestones
Step 9 Plan implementation coordination & communication
Step 10 Draft the Strategy Plan
Expand options, then narrow
Expand options, then narrow
Expand options,then narrow
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Example: GHG Strategy Plan (outline)Executive Summary
• This plan presents a set of five (5) complimentary projects which will, together, realize Acme Corp’s goal of reducing its greenhouse gas emissions by 20% by 2020, while saving an estimated $10m overall.
• The plan’s execution requires management to commit ABC funding and XYZ staff resources• This plan has the full support of the stakeholders represented on the Strategy Team and the parties
responsible for implementation. It was also received positive reviews from a larger group of Stakeholders.
Strategy• Overall Plan
• Projects and benefits list• Metrics and targets • Funding, financing and resource needs• Implementation coordination and communications plan• Master timeline for all projects
• Individual Project Plans (one per project)• Detailed explanation of planned project• Metrics for success• Task list with responsible parties• Timeline• Funding/resource needs
Appendix I: Summary of the Strategy Planning Process• Stakeholder engagement• Spend analysis process• Strategy planning process
Appendix II: Future Plans• List any promising additional projects the team thought may be worth planning and implementing as well.
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Project 3
Project 1
When Projects Are Better Together
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Project 2
Project 4
Aggregate Improvement (%)
Cos
t pe
r un
it
-$10
-$20
-$30
$0
$10
$20
0% 3% 6% 9% 12% 15% 18% 21% 24%
AD
DE
D S
AV
ING
SA
DD
ED
CO
ST
Project 5
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Supplier Diversity Strategy
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-$10
-$20
-$30
$0
$10
$20
0% 3% 6% 9% 12% 15% 18% 21% 24%
AD
DE
D S
AV
ING
SA
DD
ED
CO
ST
Goal
Increase % of spending with diverse suppliers by 8% in 3 years.
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Supplier Diversity Strategy
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Aggregate Improvement (diversity spend %)
-$10
-$20
-$30
$0
$10
$20
0% 3% 6% 9% 12% 15% 18% 21% 24%
AD
DE
D S
AV
ING
SA
DD
ED
CO
ST
Potential projects Growth Cost
1 Target big upcoming contracts 4% - $25
2 Grow biz w/ existing diverse suppliers 8% - $15
3 Attend supplier diversity tradeshows 4% - $6
4 Online portal & pre-qualification 6% $10
5 Host own tradeshow .1% $20
6 Provide a supplier training program
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Project Development
Individual Project Plans
New projects are thought up all the time. When it looks like there will be time and resources to implement one, a plan is developed for it.
Advantages
• Nimble and responsive
• Process has low overhead
Disadvantages
• There often isn’t time or resources to implement even very good projects
• One-off projects can struggle to get management or stakeholder attention
• Individual budget/stakeholders can feel like they’re being singled-out
• Difficult to get green light for projects that don’t offer a good financial return on investment (ROI)
• Easier projects tend to get done. Not necessarily most strategic.
Strategy Plan
New projects are developed as part of reviewing all the project options available for achieving a priority strategic objective, and selecting a complimentary set of the most strategic projects to plan and implement.
Advantages
• The strategic scope and framing helps attract senior management and stakeholder attention. When senior management is involved:• the most strategic projects are more likely to get
prioritized, even if they are more difficult• budget and operational silos can be overcome• cooperation increases; personalities tempered• they want scale and impact; aggregation offers it
• Budget/stakeholders are less likely to feel singled-out in a process that makes the bigger picture clear, and gives them a say
• Projects with high return on investment (ROI) and low/no ROI can be packaged together to achieve a moderate ROI, overall, while doing more to advance the organization’s strategic objective
• Some projects are synergistic
• More planning overhead. Slower to respond.
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Step 1: Adjust Strategy Team
With planning phase Scope in mind, ask:• Anyone not needed anymore?• Anyone need to be added?
Example:• Cycle focus area: Food• Spend analysis prioritizes: Meat and dairy purchases• Planning phase: Adjust Strategy Team
1. Allow produce buyer to drop-off
2. Recruit additional staff involved in sourcing meat and dairy
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Planning Phase: 10 Steps
Step 1 Adjust Strategy Team
Step 2 Explore potential decision criteria
Step 3 Select decision criteria
Step 4 Explore potential projects
Step 5 Select short-list of potential projects
Step 6 Further investigate short-listed potential projects
Step 7 Select projects for implementation planning
Step 8 Create Strategy Plan timeline, metrics, targets & milestones
Step 9 Plan implementation coordination & communication
Step 10 Draft the Strategy Plan
Expand options, then narrow
Expand options, then narrow
Expand options,then narrow
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Decision CriteriaThe criteria stakeholders would like to see a project meet before it is included in the Strategy Plan.
Decision criteria can vary widely:
• Some will be quantitative (e.g., tons of greenhouse gas emissions avoided)
• Others will be qualitative (e.g., alignment with executive priorities)
• Some will be applicable across-the-board (e.g., return on investment)
• Some will only apply to a specific aspect of environmental, social, and economic performance (e.g., greenhouse gas emissions reduced per dollar invested)
• Some will be minimum performance criteria (e.g. 99.9% up-time)
• Others may be logistical in nature (e.g., feasibility within an existing long-term con-tract)
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Key Term
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Step 2: Explore potential decision criteria
Ask the Strategy Team and Strategy Stakeholders to identify criteria that they think projects included in the Strategy Plan should satisfy.
This brainstorm can be conducted as part of a group meeting, by survey, and/or in one-on-one meetings, such as with management.
At this point, all ideas are good ideas because they tell you how the stakeholder wants to evaluate the success of the process.
TIP! Research shows that brainstorms are more
effective when individuals think by themselves first,
before anyone shares with the larger group.
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Step 3: Select decision criteria
1. Organize and prioritize the suggested criteria.
2. Ask the Strategy Team to agree on a final set of key criteria.
3. Agree on standard coefficients for the key criteria.
Suggested Criteria
• Feasibility within existing long-term contracts
• Avoid many tons of GHGs
• Alignment with key executive priorities
• >15% Return on investment
• 99.9% up-time
• Low maintenance
Organized Criteria
Absolute Performance
• Avoid lots of GHGs
• 99.9% up-time
Efficiency Performance
• >15% Return on investment
• Low maintenance cost
Other Criteria
• Feasibility within existing long-term contracts
• Alignment with key executive priorities
Organized Criteria
Absolute Performance
• GHG reduction potential
• 99.9% up-time
Efficiency Performance
• >15% Return on investment
• Low maintenance cost
• GHGs avoided per $
Other Criteria
• Feasibility within existing long-term contracts
• Alignment with key executive priorities
Prioritized Criteria
First Pass
• GHG reduction potential
• 99.9% up-time
Second Pass
• >15% Return on investment
• Low maintenance cost
• GHGs avoided per $
• Alignment with key executive priorities
• Feasibility within existing long-term contracts
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Step 3: Select decision criteria
1. Organize and prioritize the suggested criteria.
2. Ask the Strategy Team to agree on a final set of key criteria.
3. Agree on standard coefficients for the key criteria.
Agreed Upon Criteria
First Pass
• GHG reduction potential
• 99.9% up-time
Second Pass
• >15% Return on investment
• Low maintenance cost
• GHGs avoided per $
• Alignment with key executive priorities
• Feasibility within existing long-term contracts
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Step 3: Select decision criteria
1. Organize and prioritize the suggested criteria.
2. Ask the Strategy Team to agree on a final set of key criteria.
3. Agree on standard coefficients for the key criteria.
Agreed Upon Criteria
First Pass
• GHG reduction potential
• 99.9% up-time
Second Pass
• >15% Return on investment
• Low maintenance cost
• GHGs avoided per $
• Alignment with key executive priorities
• Feasibility within existing long-term contracts
In order to calculate GHGs avoided per dollar, I need to know how much each gallon of gasoline not-burned would
have cost.
In order to calculate GHG reduction
potentials, I need to know how many GHGs are produced by 1 unit
of each type of fuel.
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Planning Phase: 10 Steps
Step 1 Adjust Strategy Team
Step 2 Explore potential decision criteria
Step 3 Select decision criteria
Step 4 Explore potential projects
Step 5 Select short-list of potential projects
Step 6 Further investigate short-listed potential projects
Step 7 Select projects for implementation planning
Step 8 Create Strategy Plan timeline, metrics, targets & milestones
Step 9 Plan implementation coordination & communication
Step 10 Draft the Strategy Plan
Expand options, then narrow
Expand options, then narrow
Expand options,then narrow
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Step 4: Explore potential projects
1. Brainstorm a wide range of potential projects.
2. For each potential project, assign a team member to collect the necessary data to evaluate the “First Pass” decision criteria.
Stay high-level and outcome-oriented!!
Useful Guidance & Resources to Feed Brainstorming
• SPLC Guidance (Chapter 4, solutions worksheet, case studies database)
• Guidance produced by others
• Standards, certifications, labels
• Suggestions from existing and competitor suppliers
• Collaborative efforts focused on a particular challenge (e.g., Healthy Building Network, Sweatfree Purchasing Consortium)
• Expert advice from NGOs, consultants, public agencies
• Examples set by peers in professional or trade associations
• In-house research
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Step 4: Explore potential projects
• Brainstorm a wide range of potential projects.
DETAILED GUIDANCE
SOLUTION STRATEGIES TO CONSIDER
Strategy Description Example
Efficiency Reduced impact through reduced use Implementing a Purchase-to-Pay IT system reduces impacts associated with printing and transporting paper documents.
Process change Design the impact out of a process Air pollution from medical waste incineration is reduced by switching to reusable surgical tools that are steam sterilized.
Behavior change Implement programs to shift attitudes and practices
Voluntary “green office” competitions reduce energy and material consumption, while increasing recycling.
Combining Projects Combine multiple projects into a single positive ROI project
An energy efficiency project is combined with a solar project. Energy savings offset the solar costs for a good overall ROI.
Supplier engagement & accountability
Engage suppliers and hold accountable for a specific impact
Some universities require apparel manufacturers to permit independent audits of factory conditions and provide retribution-free grievance and remedy processes.
Product substitution Choose a different product with lower ESE impacts
Chemical costs and workers compensation insurance premiums reduced by switching to green cleaning products.
Supplier substitution Choose a supplier with lower ESE impacts
Making evidence of bribery or extortion automatic grounds for suspension of business with a supplier.
Servicizing Convert a product acquisition to a long-term service relationship
Instead of owning copiers, establish a pay-per-copy service relationship so that the price of each copy reflects the true cost.
In-source In-source a function to better reduce impacts
Hiring LEED expertise in-house to optimize and streamline green building across all of org’s construction and renovations.
Out-source Outsource when an external party can better reduce impacts
Contract out utility bill management to firms that leverage energy market expertise to cut energy and carbon costs.
Offsetting Pay for an impact reduction to offset impacts elsewhere
Buying carbon offsets; paying to put land in permanent conservation to offset development of other land.
Download this table as a handout at www.sustainablepurchasing.org/resources
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Step 4: Explore potential projects
1. Brainstorm a wide range of potential projects.
2. For each potential project, assign a team member to collect the necessary data to evaluate the “First Pass” decision criteria.
Prioritized Criteria
First Pass
• GHG reduction potential
• 99.9% up-time
Second Pass
• >15% Return on investment
• Low maintenance cost
• GHGs avoided per $
• Alignment with key executive priorities
• Feasibility within existing long-term contracts
Potential project Strategy Type Max GHG reduction potential 99% up-time
Weatherization Efficiency 5 metric tons C02 Yes
HVAC, automation upgrades
Efficiency 100 MTCO2 Yes
Switch fuel-oil boilers to natural gas
Process change / product substitution
150 MTCO2 Yes
Improve fleet fuel economy by 5 mpg
Efficiency / product substitution
80 MTCO2 Yes
Buy wind power Product substitution / offset
Unlimited Yes
On-site solar Product substitution / in-source
3 MTCO2 Yes, grid tied
Replace windows Efficiency 5 MTCO2 Yes
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Step 5: Select short list of projects
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Aggregate Improvement (%)
Cos
t pe
r un
it
-$10
-$20
-$30
$0
$10
$20
0% 3% 6% 9% 12% 15% 18% 21% 24%
AD
DE
D S
AV
ING
SA
DD
ED
CO
STOrder Potential project Max GHG reduction
1 Weatherization .2%
2 HVAC, automation upgrades 5%
3 Switch fuel-oil boilers to natural gas 8%
4 Improve fleet fuel economy by 5 mpg 4%
5 On-site solar .1%
6 Replace windows .2%
7 Buy wind power Unlimited
1 2 3 4 5 6 7
Which projects do you want to invest time in investigating further?
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Step 5: Select short list of projects
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Aggregate Improvement (%)
Cos
t pe
r un
it
-$10
-$20
-$30
$0
$10
$20
0% 3% 6% 9% 12% 15% 18% 21% 24%
AD
DE
D S
AV
ING
SA
DD
ED
CO
STOrder Potential project Max GHG reduction
1 Weatherization .2%
2 HVAC, automation upgrades 5%
3 Switch fuel-oil boilers to natural gas 8%
4 Improve fleet fuel economy by 5 mpg 4%
5 On-site solar .1%
6 Replace windows .2%
7 Buy wind power Unlimited
1 2 3 4 5 6 7
Would any of these projects affect the performance of one or more of the other projects?
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Planning Phase: 10 Steps
Step 1 Adjust Strategy Team
Step 2 Explore potential decision criteria
Step 3 Select decision criteria
Step 4 Explore potential projects
Step 5 Select short-list of potential projects
Step 6 Further investigate short-listed potential projects
Step 7 Select projects for implementation planning
Step 8 Create Strategy Plan timeline, metrics, targets & milestones
Step 9 Plan implementation coordination & communication
Step 10 Draft the Strategy Plan
Expand options, then narrow
Expand options, then narrow
Expand options,then narrow
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Step 6: Study short-listed projects further
Assign team members to lead investigation of 2nd Pass criteria and implementation pathways and responsible parties.
Prioritized Criteria
First Pass
• GHG reduction potential
• 99.9% up-time
Second Pass
• >15% Return on investment
• Low maintenance cost
• GHGs avoided per $
• Alignment with key executive priorities
• Feasibility within existing long-term contracts
Potential project Implementation pathway ROI Mainten-ance
Cost / ton GHGs
HVAC, automation upgrades
Energy performance contract with HVAC and building systems automation company.
N/A Moderate - $25
Switch fuel-oil boilers to natural gas
Get larger NG pipeline installed. New boiler. Facilities Dept is on-board to implement.
20% Low - $15
Improve fleet fuel economy by 5 mpg
Reduce fleet by 15 vehicles. Replace lowest mpg tractors, trucks and sedans with models in top quintile of fuel economy over next five years. Buy three sedans with electric vehicles.
5% Moderate - $6
On-site solar Cover roof of headquarters with solar PV. Buy solar power through power purchase agreement.
N/A Low $ 20
Buy wind power (70 MW)
Buy just enough power to get to 20% GHG goal. N/A Zero $ 10
Buy wind power (500 MW)
Make multi-year, and larger purchase to get better pricing under different purchase vehicle.
N/A Zero $ 6
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Step 7: Select final projects
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Aggregate Improvement (%)
Cos
t pe
r un
it
-$10
-$20
-$30
$0
$10
$20
0% 3% 6% 9% 12% 15% 18% 21% 24%
AD
DE
D S
AV
ING
SA
DD
ED
CO
ST
Potential project Reduction
Cost
1 HVAC, automation upgrades 5% - $25
2 Switch to natural gas 8% - $15
3 Improve fleet fuel economy 4% - $6
4 Buy wind power 6% $10
5 On-site solar .1% $20
1 2 3
4 5
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Planning Phase: 10 Steps
Step 1 Adjust Strategy Team
Step 2 Explore potential decision criteria
Step 3 Select decision criteria
Step 4 Explore potential projects
Step 5 Select short-list of potential projects
Step 6 Further investigate short-listed potential projects
Step 7 Select projects for implementation planning
Step 8 Create Strategy Plan timeline, metrics, targets & milestones
Step 9 Plan implementation coordination & communication
Step 10 Draft the Strategy Plan
Expand options, then narrow
Expand options, then narrow
Expand options,then narrow
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Step 8: Timelines, Metrics, Milestones
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HVAC, automation upgrades
Switch to natural gas
Improve fleet fuel economy
Buy wind power
On-site solar
Plan adopted
Implementation
Implementation
1 Year 2 Years 3 Years
Implementation
Purchase
Implementation
10% lower GHGs
$100k
15% lower GHGs
$200k
20% lower GHGs
$300k
Overall, how much of an environmental, social, economic and financial performance improvement does the team expect the Strategy Plan to deliver? When?
Improvement
Cumulative Savings
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Step 8: Timelines, Metrics, Milestones
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Financial Projections
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Planning Phase: 10 Steps
Step 1 Adjust Strategy Team
Step 2 Explore potential decision criteria
Step 3 Select decision criteria
Step 4 Explore potential projects
Step 5 Select short-list of potential projects
Step 6 Further investigate short-listed potential projects
Step 7 Select projects for implementation planning
Step 8 Create Strategy Plan timeline, metrics, targets & milestones
Step 9 Plan implementation coordination & communication
Step 10 Draft the Strategy Plan
Expand options, then narrow
Expand options, then narrow
Expand options,then narrow
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Step 9: Plan implementation coordination
If management commits, who will lead implementation?
Who will be on the Implementation Team?
How will they work together?
How will communication happen with stakeholders?
This becomes part of detailed Strategy Plan and the Project Plans
within it. It’s the roadmap for Implementation phase!
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Planning Phase: 10 Steps
Step 1 Adjust Strategy Team
Step 2 Explore potential decision criteria
Step 3 Select decision criteria
Step 4 Explore potential projects
Step 5 Select short-list of potential projects
Step 6 Further investigate short-listed potential projects
Step 7 Select projects for implementation planning
Step 8 Create Strategy Plan timeline, metrics, targets & milestones
Step 9 Plan implementation coordination & communication
Step 10 Draft the Strategy Plan
Expand options, then narrow
Expand options, then narrow
Expand options,then narrow
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Step 10: Draft Strategy Plan documentExecutive Summary
• This plan presents a set of five (5) complimentary projects which will, together, realize Acme Corp’s goal of reducing its greenhouse gas emissions by 20% by 2020, while saving an estimated $10m overall.
• The plan’s execution requires management to commit ABC funding and XYZ staff resources• This plan has the full support of the stakeholders represented on the Strategy Team and the parties
responsible for implementation. It was also received positive reviews from a larger group of Stakeholders.
Strategy• Overall Plan
• Projects and benefits list• Metrics and targets • Funding, financing and resource needs• Implementation coordination and communications plan• Master timeline for all projects
• Individual Project Plans (one per project)• Detailed explanation of planned project• Metrics for success• Task list with responsible parties• Timeline• Funding/resource needs
Appendix I: Summary of the Strategy Planning Process• Stakeholder engagement• Spend analysis process• Strategy planning process
Appendix II: Future Plans• List any promising additional projects the team thought may be worth planning and implementing as well.
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Agenda
1. Context
1. Upcoming Pilot Program Education Sessions
2. Brief Strategy Cycle Overview
2. Running a Sustainable Purchasing Program
1. Plan
2. Commit
3. Implement
4. Report
3. Q&A + Discussion61
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Plan the Request
• Who has the necessary authority to approve the allocation of the financial, political, and staff resources necessary to implement the Strategy Plan?
• Who should present the team’s work and the Strategy Plan to the management decision-maker?
• How would the team like to see management express its commitment to the Strategy Plan?
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Tips for Planning the Request
Lead with the business case
Target only the level of management required
Leverage stakeholder engagement
Show that implications of commitment are well understood
Emphasize the plan’s use of conservative scenarios
Include sign-off on implementation steps
Provide options
Seek management ownership
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Commit to the Program
Make the request
Announce the commitment Have management announce with a memo from their office
Consider press release
Newsletters, blog, social media, etc
Celebrate the accomplishment with those who made it
possible!
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Agenda
1. Context
1. Upcoming Pilot Program Education Sessions
2. Brief Strategy Cycle Overview
2. Running a Sustainable Purchasing Program
1. Plan
2. Commit
3. Implement
4. Report
3. Q&A + Discussion65
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Agenda
1. Context
1. Upcoming Pilot Program Education Sessions
2. Brief Strategy Cycle Overview
2. Running a Sustainable Purchasing Program
1. Plan
2. Commit
3. Implement
4. Report
3. Q&A + Discussion68
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Questions
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Education Sessions Schedule
All sessions take place from 11:00-12:30pm ET.
February 24: Creating a Sustainable Purchasing Program
March 5: Running a Sustainable Purchasing Program (Part 1 of 3) – Understanding and Launching Strategy Cycles
March 10: Running a Sustainable Purchasing Program (Part 2 of 3) – Spend Analysis
March 12: Running a Sustainable Purchasing Program (Part 3 of 3) – Planning Strategies, Implementing & Reporting
March 17: Professional Services
March 19: IT Hardware and Services
March 24: Transportation
March 26: Paper
April 1: Cleaning and Sanitizing Chemicals for Facilities Care
April 8: Landscaping and Grounds Maintenance
April 15: Electricity
April 22: Food
April 29: Construction and Renovation
May 6: Furnishings
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www.sustainablepurchasing.org/summit
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Summit workshops will feature Guidance-based training, case study
presentations, and peer-to-peer dialogue.