applications and must be able to draw data from systems of record. An inte-
grated suite is critical.
Integration is a plus............................................................................
A successful solution must integrate various back end systems. Such a solution
leverages existing IT investments and builds upon existing infrastructure.
Sustainability cannot be viewed in isolation. To the contrary, it must be
absorbed into the very heart of the enterprise. For example, sustainability
is closely tied to risk management, governance, compliance, financials, and
supply chain management, and thus should be integrated with all relevant
software applications to ease sustainability metrics and reporting.
Such a solution would automatically pull relevant information from other
systems of record. This would save the trouble of repeatedly hunting down
bits of data and entering them manually. It also would be more efficient than
building an entirely new system from scratch, which only introduces redun-
dancy into the organization and creates problems with integration.
Key performance indicators could be displayed in some kind of dashboard or
portal to give managers a quick snapshot. Managers could rest assured that
they have an accurate picture that uses their best and most current data
from other enterprise software.
Automation creates supply chain transparency ............................
An automated solution helps solve one of the most vexing problems of sus-
tainability efforts: the integrity of the supply chain. The supply chain is often
a weak link in sustainability. In the Economist Intelligence Unit survey, about
one fifth of executives admitted their company has performed poorly in set-
ting standards for suppliers in environmental and human rights issues.
Companies are being held accountable for problems in their supply chain —
even when they are not directly responsible. For example, Mattel took a
public beating when suppliers in China used lead paint on toys. In the mind
of the consumer, it matters little where the problem originated; the buck
stops with the name of the brand they see on the shelf.
Clearly, companies need more control over their own supply chains. This
task has grown more complex in the era of globalism, when supply chains
can stretch thousands of miles and involve hundreds of partners. Companies