Skip to main content
MY PRIVATE SPACE

Article filter: CSR

src="/wp-content/themes/yootheme/cache/3e/france-supply-chain-siteweb-banniere-communique-de-presse-20201104-3e5b367b.jpeg"

France Supply Chain and Citwell unveil a 6-point methodology to accelerate the transition to a circular supply chain

Written by webm@ster the . Published in Press area.

67% of companies plan to increase their investment in circularity within the next three years

Paris, January 13, 2025 -In an ever-changing world, France Supply Chain by Aslog and Citwell - a consultancy firm specializing in operations and supply chain transformation - are highlighting the crucial challenges of the circular supply chain and its solutions in a methodological guide. This summary is based on discussions held during collaborative workshops with some twenty companies from various sectors. It is based on practices such as functionality, repair, reconditioning and recycling, with a clear objective: to extend the life of resources while reducing their environmental impact.

The circular supply chain: an essential strategic lever

According to NF ISO 59004, the circular economy adopts a systemic approach aimed at maintaining a continuous flow of resources in the economy. This model supports sustainable development by reducing the extraction of virgin raw materials. ADEME estimates that in France, the consumption of these resources will have to be halved by 2050, from 20 to 10 tonnes per year per inhabitant. In this context, the circular supply chain is an essential strategic lever.

"French and European laws and regulations are increasingly prompting players in a variety of sectors to take concrete steps to extend the life of their products, giving priority to reuse, repair and remanufacturing, far beyond the simple recycling of waste. The Circular Supply Chain thus represents a major evolution in corporate resource management, offering a unique opportunity to reconcile economic performance with environmental responsibility." says Yann de Feraudy, President of France Supply Chain.

A 6-point methodology for a successful transition to a circular supply chain

Change
1 - Model and share value, based on usage

The circular economy redefines the value of products beyond their first use. For users, the aim is to get the most out of products by adopting sustainable solutions such as sharing, proactive maintenance and extending the life of objects. For example, systems such as Vélib' enable optimal use, with some bikes used up to 19 times a day, promoting collaborative and efficient consumption. Our work shows that sharing usage value, including economic value, within the eco-system is key to maximizing usage possibilities over time, by mobilizing the right know-how over time.


2 - Multi-location dimensioning

Designing a master plan for a circular economy requires in-depth analysis of multiple criteria: circularity typology (rental, repair, etc.), business model, volumes, target markets and territories. These factors help to determine the required capacities (production, renovation, storage, distribution). The decision to centralize or decentralize operations will depend on the nature of the products (weight, value, ease of processing) and the regulatory context. Identifying profitability thresholds will help determine the most appropriate locations for each activity.


3 - Managing circularity

Managing a circular supply chain requires new indicators focused on intensity of use:

  • Number of cycles: measures the use of a product (e.g. Internet box users) in models based on functionality or rental.
  • Return rate: reflects the efficiency of circular flows and their viability, over and above customer satisfaction.
  • Quality of returns: evaluate (e.g. Gold/Silver grade) to improve remarketing and optimize processes.
  • Cost of refurbishment: a decisive factor for comparing with potential prices and ensuring profitability.
  • Size of resource pool: key indicator of available material/semi-finished/product capital, impacting on finance and the environment.
  • Impact indicators: include CO2eq, material savings, material footprint, recycling rate, in addition to the classic Service/Stock/Costs.


4 - Forecasts and expenses

Managing a circular supply chain requires planning tools (S&OP, PDP) to integrate multidirectional flows and the uncertainties associated with product returns. The new parameters to be managed include forecasting the pool of returns, managing capacities (machines, skills), and projecting used or reconditioned stocks, which can have a significant impact on the business in terms of costs and logistics.


5 - Operational management, continuous improvement & data

Circularity is based on rigorous traceability, essential for optimizing flows and deposits, and maximizing profitability. Precise tracking of a product's cost and lifespan enables us to adjust strategies, loops and prices. Detailed tracking by product (via a unique identifier) provides key data on usage, reconditioning and breakdowns, helping to optimize product life and positioning. Some models even integrate remote monitoring to collect information in real time. To get started, low-tech solutions can at least initially meet the need to simulate different scenarios.


6 - Organization

Setting up a specific organization dedicated to circular supply chain management is essential, and requires a more flexible and collaborative approach than a linear one. This structure makes it easier to manage the tools, processes and rituals needed to make circularity a success. Coordination between the various stakeholders is also essential to ensure efficient operations, particularly when activities are shared between linear and circular circuits.

Circular organization

Dedicated organization or shared with linear

The question of pooling Supply Chain skills between circular and linear activities arises. Most major circular operations show that circular teams, although often drawn from linear teams, generally belong to a dedicated entity or BU in order to manage specific tools, objectives and rituals. Nevertheless, pooling should be explored to optimize logistics space, production and transport flows.

Centralized or localized organization

Multi-locality is essential, on a regional, national or continental scale. Some activities can be centralized, while others are delegated to localities with greater decision-making autonomy, especially when there are several loops to manage (not on a single loop, like rental).

Pioneers in action with inspiring testimonials

Initiatives by leaders such as Michelin, Rev Mobilités, Orange and Valused demonstrate the tangible benefits of a circular model. Rev Mobilités and Michelin have relied on collaborative models, entrusting local partners with activities such as electrical retrofitting or retreading, while ensuring a fair redistribution of the value generated. Orange, for its part, optimizes the reconditioning of its equipment through continuous improvement of its boxes and ingenious solutions, such as adding stickers to its boxes to reduce repair costs. Epalia encourages pallet reuse with an innovative deposit system that simplifies logistics flows while encouraging sustainable practices. Valused works closely with car dismantlers to align supply and demand by sharing data on market trends and forecasts. In addition, Valused leverages its sourcing, production and customer data to develop environmental, financial andCO2eqindicators.

By placing sustainability at the heart of their strategy, companies are building a resilient and competitive supply chain. This model, a true vector of innovation, meets societal expectations while reducing environmental and economic pressures. "The circular supply chain is not only a lever for environmental and social sustainability, it also represents an opportunity for strategic innovation for companies, by making new business models sustainable. It creates value through optimized use of resources and inter-company collaboration, thanks to the specific know-how of supply chain specialists", emphasizes Anaïs LEBLANC, Executive Partner at Citwell.

View source

About France Supply Chain

The FRANCE SUPPLY CHAIN BY Aslog community works to strengthen the impact of the Supply Chain on corporate competitiveness, and to make it a lever for a more sustainable world. The association brings together 450 French and international companies of all sizes and in all business sectors, as well as Grandes Ecoles and training organizations. This 5,000-strong network of professionals, lecturers and students pools ideas and experience to deliver concrete solutions to supply chain players.

Press contact: Marie-Laure Laville - MLD Consulting - Tel: +33 (0)6 18 14 85 36 - mllaville@mldconsulting.fr

About Citwell

Founded in 2004, Citwell is a multi-specialist consulting firm specializing in operations and supply chain transformation. As a company with a mission and driven by our raison d'être, we aim to have a positive impact on the world. With over 140 certified consultants based in France (Paris, Lyon, Nantes, Lille) and abroad (UK, USA), Citwell supports a wide range of sectors, including pharmaceuticals, healthcare, aeronautics, luxury goods and agri-food. The group currently works with 150 customers, including 10 CAC 40 companies (Airbus Group, Air Liquide, Carrefour, Essilor, a major player in the luxury goods sector, Legrand, LVMH, Michelin, Safran, Sanofi). Citwell's missions focus on accelerating the transformation of corporate value chains, from purchasing or product design to customer delivery. We intervene at both strategic and operational levels, addressing business challenges as well as cross-functional issues such as information systems, digitization of business processes or CSR challenges. Citwell, accelerating transformation 

Press contact: Sandrine Arnaud - Agence HL - Tel: +33 (0)6 34 04 52 58 - sarnaud@agencelavarde.com

Round table at the Rencontres Internationales de la Supply Chain

Le Temps des RISC - Rencontres Internationales de la Supply Chain : Un Retour Triomphal

Written by webm@ster the . Published in News-semi-public-privees.

  • opening-risc-philippe-dessertine

  • public-risc

  • networking-risc

  • member-risc

  • keynote-paola-fabiani

  • rassemblement-risc-01

  • rassemblement-risc-02

Congress highlights: Philippe Dessertine's grandiose opening; the inspiring keynote by Paola Fabiani, Founding President (Wisecom), Vice-president in charge of entrepreneurship and spokesperson for Medef Nation; our sponsors Generix, EOL and Hardis Group for moments of conviviality. Photo credit: Nathalie Vergès photographie.

The stakes at RISC were on an unprecedented scale. The world of the supply chain is in a state of flux, and it was in the midst of this whirlwind that the 23 speakers and 24 pitches shared their experience and vision. While climate change and sustainability emerged as key themes for discussion, it was also an opportunity to discover new approaches to collaboration between companies and institutions, and to envisage more responsible business models.

The return of RISC, with over 300 participants over the course of the day, was an opportunity to redefine the new priorities of companies.

Circularity: scaling up the performance of new business models

  • round-table-risc-circularite-03

  • round-table-risc-circularite-02

  • round-table-risc-circularite-01

Emmanuel Ladent CEO (Carbios), Anaïs Leblanc, Executive Partner (Citwell), Emmanuel Bonnet Vice-President Sales and Development, France (GXO), Anne James, Circular Economy Leader (Schneider Electric France). Photo credit: Nathalie Vergès photographie.

One of the major themes of the day was the presentation of the Circular Supply Chain as a central lever in the transition to a sustainable economy. Anaïs Leblanc, partner at Citwell, spoke about the major challenges of this transformation: "How can we succeed in making products last, how can we maximize the use of existing resources, and how can we minimize waste? "

In this dynamic, companies are called upon to innovate on several fronts. It's not just a question of recycling, but also of rethinking the way products are manufactured, transported, stored and consumed. For example, Carbios, a pioneering biorecycling company, presented its revolutionary process using enzymes to break down PET and create a material that can be recycled up to 10 times over.

The revolution doesn't stop there, with some pioneers even getting ahead of regulations and the market. Companies like Schneider Electric shared their experiences. The message is clear: the transformation to a circular supply chain is as much an economic challenge as an ecological one. It is not only an investment in the future, but also a competitive lever in a world that is increasingly demanding in terms of sustainability.

A circular economy cannot do without strong logistical expertise, relocation and local collaboration.


Emmanuel Bonnet, Vice President, Sales and Development, GXO

Request the Methodological Guide to a Circular Supply Chain

Produce, Transport, Store Less and Better: New Opportunities

Transforming production, transport and storage models requires a careful balance between optimizing resources, adopting innovative technologies and adapting to social and environmental requirements. It's not just a question of making the supply chain greener, but also of making it more efficient and more resilient in the face of today's economic challenges.

Energy Management: new opportunities

Mathieu Boyer Head of Market Intelligence (SprintProject), Benoît Meunier Product Marketing Manager (Toyota Material Handling), Tariel Chamerois CSR & Sustainability Manager France & Morocco (DB Schenker). photo credit: Nathalie Vergès photographie.

Energy transition and the decarbonization of processes were central to this debate. Speakers shared their experience of :

  • Renewable energies, notably through the use of battery storage and the integration of green energy solutions into supply chains. For example, intelligent energy management in warehouses and the implementation of local storage systems have been presented as solutions that both reduce energy costs and limit greenhouse gas emissions. 

  • The integration of green energy solutions into supply chains. For example, intelligent energy management in warehouses or the implementation of local storage systems were presented as solutions that both reduce energy costs and limit greenhouse gas emissions.

  • Artificial intelligence (AI) as a strategic tool for optimizing logistics flows, predicting storage requirements, and avoiding excess inventory, while minimizing waste. AI enables us to better understand consumption dynamics and anticipate needs accurately and proactively.

  • The challenges of managing critical resources, particularly rare metals. Discussions focused on the reuse and recycling of materials, as well as new energy models such as second-life batteries, which reuse end-of-life vehicle batteries for energy storage in industrial facilities.

The Inspiring Story of the Reconstruction of Notre-Dame: The Model of a Supply Chain that Traverses Time

This event, which marks the end of five years of work following the fire in 2019, was a perfect example of complex logistical collaboration, where every detail counted to meet the deadlines and exceptional quality standards expected for the restoration of the historic monument. But what made this approach so original was the use of the river to transport over 200 tonnes of materials needed for the reconstruction.

The story of Notre Dame's reconstruction by the Seine

Bertrand Neveux, Freight Development Manager (VNF Bassin de la Seine et Loire aval), Gilles Peyrot, Multimodal Project Manager (Sogestran). photo credit: Nathalie Vergès photographie.

The choice of transporting materials such as ashlar, lime, wood and carpentry via the Seine has helped limit noise and environmental pollution.

This was an innovative approach, because although the Seine has always played a major role in the history of Paris construction, this type of logistics solution had never been used on such a large scale for a site of this importance. The experts involved in river logistics testified to the complexity of the project, which required a number of technical adjustments, including the installation of remote storage barges to manage materials prior to delivery to the site.

The river network, largely under-exploited in terms of freight transport, has demonstrated its potential by offering a viable, faster and less polluting alternative to overland transport.

Exploration, inspiration and solutions for the future: a look back at the association's LAB Digital and Technologies booths

In interactive sessions called "kiosks", participants had the opportunity to explore key themes using concrete tools and feedback from LAB members. This forum forexchange and inspiration highlighted a number of strategic areas, and here are some of the key findings.

  • risc-kiosque-lab-digital-03

  • risc-kiosque-lab-digital-01

  • risc-kiosque-lab-digital-02

Kiosks with Alexandre LIMA, Arnaud DE MOISSAC, Assâad MOUMEN, Bruno LAWSON, Delphine CUVELLIER, Étienne TOURNIER, Geoffrey GABELLE, Gilles VERDIER, Ivan BATURONE, Jean-David ATTAL, Jérôme BOUR, Julia SHARKO, Karine LOUARN, Ludovic MENDES, Marc BRUNETEAU, Maxime AUBRY, Nathalie FABBE COSTES, Nicolas CHELIUS, Olivier WEIS, Sébastien MARIE, Sophie VINCENT, Vincent HOULLIERE. Photo credit: Nathalie Vergès photographie.

  • I.A. Generative: tools for every purpose

    Discussions focused on identifying the right models and platforms for each use case. Three key points emerged:

    1. Test and launch quickly, because technologies evolve at high speed.
    2. Focus on relevant use cases to address specific issues.
    3. Launch projects on defined perimeters, demonstrate their value, then scale up.

  • Intralogistics: mechanization and robotization on the horizon

    Mechanization, automation and robotization were discussed from several angles:

    1. How do you design an intralogistics project?
    2. What technologies can we anticipate for the future?
    3. How can these projects be financed, and what are the best ways to acquire them?

  • S&OP: data and technology for decision-making

    The resurgence of Sales & Operations Planning (S&OP) highlights three key areas:

    1. Establish a cross-functional, iterative decision-making process based on solid data.
    2. Understand current disruptions (technologies & data, uncertainties of the VUCA world, new business models).
    3. Rely on communication and a collegial approach to boost efficiency.

  • Calculating and reducingCO2 emissions: a responsible supply chain

    The analysis of emissions at each link in the chain is based on a comprehensive approach, inspired by the SCOR model:

    1. Demonstrate that carbon is not limited to transport, thanks to an end-to-end approach.
    2. Decarbonizing is accessible to everyone, whatever their level of maturity.
    3. Sharing concrete levers for progress and accelerating emissions reductions.

  • Digital maturity grid: steps to controlled digitalization

    To move up the five levels of digitization, the recommendations focused on :

    1. Define the company's transformation potential.
    2. Adopt an incremental approach, structured in five stages.
    3. Progress in a balanced way, integrating data, human and technological dimensions.

  • Traceability: successful implementation with a strategic vision

    The Internet of Things (IoT) opens up new possibilities for traceability, but its adoption requires a clear strategy:

    1. The IoT is just one technology among many for tracing flows.
    2. It's essential to define your objectives precisely before getting started.
    3. Integrate traceability issues into global strategy and connect decision-making systems to fully exploit data.

Discover the tools and guides produced by the Squads

Capitalizing on talent and integrating skills evolution

During this 3e round table, our 4 guests explored with the audience how to attract, retain and develop talent in an ecosystem undergoing rapid digital and environmental transformation.

Today's companies need to develop training and attractiveness strategies adapted, not least to bridge the generational gap that could arise with the growing mastery of digital tools like ChatGPT among new generations.

The success of these new HR strategies depends on inclusive team management that :

  • involves all employees, regardless of age or hierarchical level;

  • meets their need for meaning;

  • focuses on self-training anddigital upskilling;

  • is based as much on transmission as on experience in the field;

  • promotes its role as asocial elevator;

  • works on its employer brand.

  • potentiate-talents-02

  • potentiate-talents-01

  • potentiate-talents-03

Raphaëlle DESINDES International Supply Chain Director - Guerlain; Loïc Lassagne in charge of supply chain HR - Groupe Renault; François Peignés, Vice President Supply Chain Operations - ORANO, until 2023 author of "COMPAGNIE, comprendre et développer le capital humain des grandes entreprises industrielles"; Yannick Buisson Customer Experience and Sustainable Development Director - FM Logistic. photo credit: Nathalie Vergès photographie.

Another point discussed was the upgrading the Supply Chain functionAlthough historically seen as a secondary concern, it is now a strategic component of the company, with a strong presence on management committees. To attract talent, it's important to showcase the diversity of our professions and career paths, notably through programs such as the graduate program, which enables young people to discover different positions (plant, field, corporate, sales) and develop a comprehensive vision of our professions.

Artificial intelligence (AI) is also a strategic lever, provided we can demonstrate that it can generate value for our businesses, by facilitating decision-making, and not a threat to jobs.

Dialogue with Florent Menegaux

Interview by Fabrice Lundy

Going further

with an interview with Florent Menegaux, President of the Michelin Group, who talks about his approach to social innovation.

Discover

The emergence of a French bike ecosystem for freight transport

With 70% of the world's freight transported by sea, cargo sailboats are emerging as a promising solution for drastically reducing carbon footprints. France boasts historic expertise in shipbuilding and an innovative ecosystem supported by proactive public policies such as the Pacte Vélique.

Among the key players redefining maritime transport:

  • Hisseo logo

    Cargo sailboat reducing CO₂ emissions by up to 90%.

  • Neoline logo

    Vegetable propulsion covering 60-70% of energy needs.

  • Louis Dreyfus Armateurs logo

    Integrates active sails, rigid wings and kites for a variety of needs.

  • Logo Zéphyr & Borée

    A pioneer in modern sail-powered shipping, we design sail-powered merchant ships that use alternative fuels to fossil fuels.

The International Maritime Organization has set a target of reducing CO2 emissions by 50% by 2050. This is the context of the Shipper Coalition for a Low Carbon Maritime Transport (SCLCMT), a France Supply Chain - AUTF co-association in which shipper members collaborate to develop non-standard ships (-50% CO2 emissions vs. conventional transport).

The start-up Zéphyr & Borée has been selected by this coalition of diverse companies to build the first container ships powered mainly by sail to make weekly North Atlantic crossings by 2028.

  • round-table-shipper-coalition-01

  • round-table-shipper-coalition-05

  • round-table-shipper-coalition-04

  • round-table-shipper-coalition-03

  • round-table-shipper-coalition-02

Nils Joyeux Co-founder and President (Zéphyr&Borée), Alain Goll Sustainability & Transformation Leader International Supply Chain Adeo Services and General Secretary of the SCLCMT, Simon Watin Managing Director of VPLP design and Vice-President of the Wind Ship Association, Djamina Houdet Caseneuve President (Hisseo), Jean Zanuttini President (Neoline), Thibault Droguet Project Manager (Louis Dreyfus Armateurs). photo credit: Nathalie Vergès photographie.

The Paris Olympics: a masterful supply chain and exemplary collaboration

Delivering the Olympic and Paralympic Games on an exceptional scale, against all the odds, was a challenge that Paris 2024 rose to with flying colors. Anthony Piqueras, Director of Venues and Infrastructure, embodies this success thanks to rigorous planning and a strategic vision that began with the bid over ten years ago.

The ambition? To use the Games as a lever to enhance France's heritage, while meeting the needs of the regions concerned, without superfluous expenditure. Versailles and the Place de la Concorde were transformed into spectacular settings, while the model was based on existing infrastructures and sustainable resource management.

Collaboration and Orchestration at the heart of the success of JOP2024

Anthony Piqueras, Director of Venues and Infrastructure at Paris 2024 Olympic and Paralympic Organising Committee (Paris 2024)

This strategy also included emblematic initiatives such as the integration of the public transport network and the use of sites throughout France, including Lille, where one million tickets were sold.

The logistical challenges were just as ambitious, with titanic objectives such as coordinating 240,000 temporary grandstand seats, transporting materials and managing the massive flow of visitors. Paris 2024 met these challenges thanks to a flawless methodology combining intelligent sourcing, strategic calls for tender, pooling of resources on a national and European scale, and meticulous planning in conjunction with service providers and local authorities.

This collaborative effort culminated in a harmonious partnership between private companies, public infrastructures and local players, guaranteeing exemplary operational fluidity. What made the difference? A collective mobilization which, from the spring onwards, generated a decisive trigger, propelling the Games towards success on both technical and human levels.

This return of RISC, both a source of inspiration and a catalyst of ideas, resulted in an event with a rich and varied content, offering a complete panorama of contemporary challenges and innovative solutions for a more efficient and responsible Supply Chain. The Supply Chain will be resolutely circular and frugal, and therefore decarbonized, while relying on people and the construction of collaborative ecosystems.

Companies that adopt these new models

will play a key role in a sustainable and desirable future

  • temps-forts-risc-2024-01

  • temps-forts-risc-2024-06

  • temps-forts-risc-2024-02

  • temps-forts-risc-2024-04

  • temps-forts-risc-2024-05

  • temps-forts-risc-2024-03

Congress highlights : Fabrice Lundy master of ceremonies, Raphaëlle Desindes, Stéphanie Rott, Valérie Macrez, Yannick Buisson, Arnaud de Moissac, Yann de Feraudy President of France Supply Chain, Jean-Christophe Machet, Mohammed Marfouk, Bertrand Neyret, François-Martin Festa, Ivan Baturone, Aime-Frederic Rosenzweig, Loïc Lassagne, Henri de La Gravière, Lionel Benezech, Marie-Laure Furgala, Blandine Ageron, Madeleine Deby, Françoise Lieuré

NEWS

See all the news

EVENTS
PRESS

Read more

src="/wp-content/themes/yootheme/cache/3e/france-supply-chain-siteweb-banniere-communique-de-presse-20201104-3e5b367b.jpeg"

France Supply Chain by Aslog awards the Prix Féminin du Meilleur Mémoire en Supply Chain to Maureen Poullié for her research on responsible purchasing

Written by webm@ster the . Published in Press area.

The award, presented by France Supply Chain's Communauté des Femmes en Supply Chain, recognizes outstanding research into the impact of responsible labels on purchasing practices. The award recognizes the academic excellence of the students and highlights their commitment to a more inclusive and sustainable Supply Chain. In her Master 2 thesis, Maureen Poullié, a student at Excelia Business School, demonstrates how such a label can be both a guide and a unifying tool for transforming corporate purchasing practices.

Impact of Responsible Labels on Purchasing Practices

Photo by Maureen Poullie

Maureen Poullié's professional thesis focuses on how a responsible label can transform a company's purchasing practices towards a more sustainable approach. Through a case study of an aeronautical company that has held the RFAR (Label Relations Fournisseurs et Achats Responsables) label since 2022, she demonstrates how a label can act as a guide, guarantor, federator and differentiation tool. Based on semi-directive interviews and participant observation, the study highlights the importance of a collaborative commitment and appropriate management methods to make this transition a success.

Challenges and recommendations for companies

Through her research, the prizewinner offers concrete recommendations to companies wishing to embark on a labeling process for more responsible purchasing. She stresses the importance of choosing the right label for the company's objectives, training and informing teams, and promoting a shared vision of the labeling project. This advice aims to facilitate the transition of purchasing practices towards more sustainable models, by aligning corporate values with current societal expectations.

Origin of the Prize and Objectives of the Community of Women in Supply Chain

Created just over a year ago, France Supply Chain's Communauté des Femmes en Supply Chain aims to encourage mutual support, promote the sharing of professional knowledge and raise the profile of women in this field. Led by Marie-Laure Furgala (Director of ISLI at Kedge Business School and member of the COMEX of France Supply Chain), this initiative brings together some twenty women Supply Chain professionals around concrete actions such as inspiring webinars and career development tools. With this in mind, the Prix Féminin de la Meilleure Thèse aims to encourage young women to invest in future-oriented topics for the sector.

Read the winning submission

About France Supply Chain

The FRANCE SUPPLY CHAIN BY Aslog community works to strengthen the impact of the Supply Chain on corporate competitiveness, and to make it a lever for a more sustainable world. The association brings together 450 French and international companies of all sizes and in all business sectors, as well as Grandes Ecoles and training organizations. This 5,000-strong network of professionals, lecturers and students pools ideas and experience to deliver concrete solutions to supply chain players.

Press contact: Elorri Thicoïpé - Communications Manager
elorri@francesupplychain.org
06 21 28 82 74

Circular Supply Chain: 1rs retex of the 4 workshops

Circular Supply Chain: 1rs retex of the 4 workshops

Written by webm@ster the . Published in News-semi-public-privees.

As part of the transition to a circular economy, companies are seeking to transform their models to meet environmental and societal challenges. However, this transition remains complex, particularly for Supply Chains, where flow management, traceability and interoperability are essential. In collaboration with Citwell, we ran a series of workshops throughout 2024 dedicated to building circular Supply Chains.

Circularity

A circular supply chain: yes, but how?

Moving to a circular supply chain is a pressing necessity for many companies seeking to adopt more sustainable models. However, the complexity lies not only in managing flows. 

Many manufacturers and economic players would like to switch to the circular economy, but don't have all the information and skills they need to make this pivot.

Camille Demarquilly,
Michelin Vice President Global Supply Chain Engineering

That's why our workshops aim to provide concrete tools and feedback to help you take this step. The supply chain is a crucial lever in the successful transition to the circular economy. In-depth collaboration, inventory and demand planning, and flow optimization are becoming priorities for ensuring effective circularity.

Key Themes for a Successful Circular Supply Chain

Our workshops cover several areas critical to the success of a circular supply chain, including :

  • Circular planning

    Adapt traditional planning tools to meet the specific needs of the circular economy.

  • Extending product lifespan

    Thanks to eco-design, remanufacturing, repair and retrofit, products are used longer, reducing the demand for new resources.

  • Circular logistics

    Optimizing return flows and managing logistics loops make these new models competitive.

  • Traceability

    Transparency about the flows and players involved is essential for an efficient circular supply chain.

These topics were addressed through concrete testimonials from various companies, and were complemented by working sessions in sub-groups on the notions of sizing and multi-locality, circularity management, and data and operational management.

Opening workshop bringing together institutions, researchers and supply chain players

Opening workshop bringing together institutions, researchers and supply chain players.

The Orange Example: Traceability and Value Sharing

Orange is a good example of how a circular supply chain can be both efficient and inclusive. The model for their boxes, designed to be circular from the outset, is based on total control of the loop, ensuring exemplary traceability. Orange limits the diversity of its models (only a dozen or so), which facilitates repair, renovation and continuous improvement processes. Their model also includes a strong partnership with ESATs, reinforcing the social value of the system.

Some key points of their approach:

  • Owned by Orange

    Control of the supply chain is facilitated by the fact that the boxes remain the property of the company, which simplifies monitoring and equipment renovation.

  • Partnership with manufacturers
    Eco-design becomes a necessity to harmonize the two models, circular and linear.

  • Continuous improvement
    Orange regularly demands innovations and improvements from its suppliers, integrating environmental and financial performance criteria at every stage of the product life cycle.

This cooperation between the various players creates shared value, while integrating the social and environmental dimension into every decision.

The workshops conducted with Citwell on building circular Supply Chains clearly show that the transition to a circular economy is not only possible, but also beneficial for businesses, the environment and society. Concrete examples from our members demonstrate that this transformation, although complex, can bring increased resilience to the Supply Chain, while generating opportunities for innovation and collaboration.

The publication of a methodological guide at the end of these workshops will provide the community of supply chain professionals with the tools they need to succeed in this transformation, while reconciling economic performance and environmental impact.

RISC: inspiring and daring new models for a frugal and desirable supply chain

RENDEZ-VOUS

DECEMBER 5 AT RISC

TO FIND OUT ALL YOU NEED TO KNOW

NEWS

See all the news

EVENTS
PRESS
To go further

Read more

Multimodal transport considered by Lab Supply Chain 4 Good

Pooling flows to accelerate modal shift

Written by webm@ster the . Published in News-semi-public-privees, Prod/feature Lab SC4Good.

Shipper pooling: the key to accelerating modal shift?

Are you working to develop low-carbon transport solutions? Would you like to create new rail and river routes? 

to view the replay and the speakers' detailed answers

Since 2022, a SC4Good LAB group has been dedicated to multimodal transport. Its aim is to identify opportunities for pooling the use of rail transport. The initial group, made up of nine shippers, shared and mapped their logistics flows, identifying common corridors between France and Spain, as well as East-West flows.

However, analysis showed that there weren 't enough of us to create a significant mass effect. To explore the subject of pooling in greater depth, group leader Florence Ughetto, Sustainable Development & Logistics Expert for Renault Supply Chain, organized this webinar.

Academic viewpoint on mutualization: what solutions for modal shift?

Hannah Yee, a post-doctoral researcher at École des Ponts ParisTech, presented strategies for decarbonizing freight transport via a modal shift from road to intermodal rail. She explained that rail is used for long distances, while road is used for the first and last kilometers, using the same loading unit throughout. This reduces carbon emissions, as rail transport is less carbon-intensive than road transport.

The researcher went on to discuss the concept of mutualization, where several shippers group together to share transport volumes, thereby reducing fixed costs and obtaining volume-based discounts. She pointed out that intermodal rail is often more expensive than road transport, due to terminal handling costs and first and last mile charges.

Four stages have been identified for setting up a pooling solution:

  • Chapter 1

    Identify

    flows eligible for intermodal rail transport

  • Chapter 2

    Find

    partner shippers with similar origins and destinations

  • Chapter 3

    Set up

    a cooperation agreement between shippers

  • Chapter 4

    Define

    a pooling strategy to organize collaborative transport in practice

She stressed the importance of a holistic approach and supply chain perspective to synchronize shippers and optimize transportation and inventory management costs simultaneously.

The free Appel d'air platform: find or create intermodal transport solutions

Bernard Guilbot presented the Appel d'Air tool, developed by the AI-Cargo Fondation association, of which he is Honorary Chairman, to help decarbonize freight transport by facilitating modal shift. Financed by energy saving certificates, this application is free of charge for shippers.

Appel d'Air uses the Cumulus digital platform to help shippers find existing intermodal transport solutions or pool their flows to create new services. The platform features maps detailing Europe's rail and river networks, with the option of zooming in on stations and ports.

Users can carry out simple searches by entering details such as zip code, city, delivery date, and by defining distance or time criteria for pre- and post-carriage. The tool then provides relevant services, ranked byCO2 savings.

For more complex analyses, users can import CSV files containing their transport flow data. The platform then assesses the eligibility of these flows for modal shift based on existing services, and suggests pooling options to maximize efficiency andCO2 savings . All data is anonymized to protect shippers' confidentiality.

Example of analytical mapping on the platform

Example of analytical mapping on the platform

Michelin's experience of using the platform to optimize transport flows

For the past five years, Michelin has had an ambitious roadmap for reducing its carbon emissions. The company is working on multimodal solutions, starting with rail transport in Europe, using private trains.

For the past two years, Michelin has been using AI Cargo to optimize the decarbonization of its transport volumes. A collaboration initiated with France Supply Chain.

The benefits of the application according to Denis Brangeon, Network Capacity Analyst:

  • Decarbonize our remaining, lower volumes thanks to ai cargo and mutualization

  • Provide visibility to open up the train to other, smaller players, by supplying their entire transport plan. 

  • Chews up some of the work previously done manually

  • Easy to use, with support available from a firm

  • It's free!

If, like us, you are convinced that mutualization and massification will enable us to accelerate this modal shift,

contact us and we'll relaunch our group based on this promising Appel d'air project.

Contact us

to discover the replay and all the questions/answers

  • Does Appel d'air distinguish between hazardous and non-hazardous products?

    Yes, in the templates, we indicate whether products are hazardous or temperature-controlled. What's more, we've launched an algorithm to identify the nature of the flows, to see whether loading is compatible or incompatible.

  • How can I get in touch with other loaders?

    In fact, the initiative comes from Appel d'air, which means that as soon as there are mass flows that enable the creation of a potential service, Appel d'air will contact the shippers to see if they agree to set up a working group with operators to launch a project.

  • What about the platform's perimeter?

    The platform's scope is not European.

    Today, it's loaded with practically all existing services in France. Some of the European services are included, and I think that before the end of the year, we'll have all the existing services in Europe. On the other hand, for prospective services, it is valid for all 27 European countries.

  • What are the frequencies?

    On the frequencies, we see the frequencies as I showed them earlier in the search engine. When I display the results of a search engine, the results are displayed over 7 days.

    As for the rest, what I forgot to mention is that when we carry out flow eligibility tests, the shipper carrying out the test can download a CSV file, retrieve the entire file with the eligibility results, and then see that there is conformity between the actual departure dates and the corresponding services operated.

  • Does Appel d'air work with consular chambers, etc.?

    Yes, we're working with the consular chambers, we're working with all the working groups and associations, particularly on the rail and river aspects. These days, we're getting more and more involved in the regions.

    I would also like to say that for shippers, when there are difficulties, etc., the Appel d'air program also provides a form of support, i.e. the services of a consultancy firm, for a limited period, of course, but completely financed by the Appel d'air program, i.e. it remains free of charge for the shipper, to enable him to formalize his flows and use the platform. This support is also provided for the duration of the program, so that results can be measured, notably in terms of tonne-km carried and tonne-km carried forward.

  • Concerning theCO2 savings given by Appel d'Air, which platforms are calculated?

    So, they are calculated according to the standards laid down by ADEME. We're completely in line with ADEME's calculations. And the calculation is made by comparing the road flow with the pre-carriage, main carriage and post-carriage flows.

  • What has been the impact of modal shift on delays, service rates, etc.?

    As Anna explained, these are generally longer solutions, because there are load breaks on both sides. And it's a different mode of transport. You can't compare road with multimodal.

    It's really a transfer, a switch to another mode of transport that requires buffers, because when a train is late, it's not a quarter of an hour or half an hour. It's usually half a day or more. And then it has to recover its slots to be unloaded at the terminals. This can be problematic when the terminals used are congested. So there are impacts that need to be potentially deconstructed upstream with buffers, already to ensure a service rate that is almost equivalent to road. It's also difficult to achieve a modal shift with a service rate that's good enough not to impact supply chains, especially when you're in industry and production.

    There really needs to be a desire, a commitment to make this shift. Because today, unfortunately, the ton of CO2 is not sufficiently valued, and there are no real financial gains to be made from a modal shift, because we don't get paid, because we produce CO2 emissions. Logic also really applies to our companies.

    There are impacts, but they can be overcome. As shippers, we're not yet where we want to be. Today, we need to achieve a modal shift of around 5 to 6%, compared with 1% five years ago, on 300,000 FTL journeys in Europe. We're continuing to try and create new projects, new corridors on different routes. We hope this will accelerate with tools like AI. We hope to reach 15% by 2030.

  • Can your platform be connected to a TMS?

    So it can be connected to a TMS, yes, you need to create the appropriate APIs, and depending on the type of TMS, you can even finance the creation of these APIs.

  • if I work with a 3PL forwarder who manages my flows, what synergy is there on the platform?

    Freight forwarders are not necessarily the companies that are the biggest drivers of change, so that's why, under the Appel d'Air program, we titillate shippers so that they see the benefits of modal shift and can then put pressure on their freight forwarder to switch to these modal shift phases.

    So the freight forwarder can play a full part in the Appel d'Air program, there's no problem, we just have to make sure that there's no redundancy of flows, i.e. that we don't get flows from both the shipper and the freight forwarder, we just have to identify them to avoid this redundancy of flow, but the freight forwarder is welcome, on the contrary, to participate since in the modal shift.

NEWS

See all the news

EVENTS
PRESS
To go further

Read more

src="/wp-content/themes/yootheme/cache/3e/france-supply-chain-siteweb-banniere-communique-de-presse-20201104-3e5b367b.jpeg"

Hospital and medico-social logistics: Agence nationale de la performance sanitaire et médico-sociale (Anap) and France Supply Chain by Aslog sign partnership agreement 

Written by webm@ster the . Published in Press area.

Anap is keen to support the transition of hospital and medico-social logistics to Supply Chain, and to promote the use of technological solutions to make it more efficient. The aim of this partnership with the France Supply Chain association is to share expertise and carry out joint actions to make the Supply Chain a performance lever at the service of nursing time, and the quality and safety of patient care. 

A partnership with a shared strategic vision of the supply chain 

Anap, a public consultancy and expertise agency, is dedicated to helping healthcare and medico-social establishments improve their performance. It offers professionals a wide range of publications, tools and support in the field of logistics. 

For many years, France Supply Chain by Aslog has supported the hospital sector through its work and actions, notably through its Commission Logistique Hospitalière (COLOGH). 

The Supply Chain encompasses all the purchasing, inventory management and replenishment activities required for the provision of hospital services. It guarantees the quality, safety and efficiency of the logistics process, from supplier to patient .

Developing collaboration between supply chain players and the hospital and medical-social sector 

self-help-collective intelligence

This partnership was born of the strong desire of the two entities to federate their complementary skills and expertise. France Supply Chain by Aslog brings together 450 companies of all sizes (large corporations, ETIs, SMEs) and from all sectors of activity, as well as supply chain schools (France Supply Chain). Anap coordinates a network of logistics and purchasing experts from public and private healthcare and medico-social establishments. 

On Wednesday May 22, 2024, the partnership was officially signed on the Anap stand at the SANTEXPO trade show. Logistics and purchasing experts and members of the Anap network thus become members of France Supply Chain, and can benefit from the resources, expertise and productions of its working groups.

Pooling skills for concrete action 

To help logistics and purchasing professionals in health and medico-social establishments improve their skills, France Supply Chain has developed a Supply Chain Excellence Standard tailored to the healthcare sector, and has set up working groups to share knowledge. 

Anap's experts will draw on these working groups to develop new products on the themes of automation/robotization, digitalization, sustainable supply chain, reduction of drudgery in logistics, decarbonization of transport, and so on. 

Anap is also looking to strengthen its logistics intervention and field support capabilities by integrating France Supply Chain audits. These audits will be conducted jointly by experts from the Anap network and supply chain experts who are members of France Supply Chain. 

Santexpo partnership signed

From left to right: Yann de Feraudy, President of France Supply Chain, and Stéphane Pardoux, Managing Director of Anap, at the signing of the partnership at Santexpo. 

About France Supply Chain

The FRANCE SUPPLY CHAIN BY Aslog community works to strengthen the impact of the Supply Chain on corporate competitiveness, and to make it a lever for a more sustainable world. The association brings together 450 French and international companies of all sizes and in all business sectors, as well as Grandes Ecoles and training organizations. This 5,000-strong network of professionals, lecturers and students pools ideas and experience to deliver concrete solutions to supply chain players.

Press contact: Elorri Thicoïpé - Communications Manager
elorri@francesupplychain.org
06 21 28 82 74

About Anap

The Agence nationale de la performance sanitaire et médico-sociale (Anap) is a public consultancy and expertise agency that works with and for professionals in health and medico-social establishments. Since 2009, its mission has been to support, equip and accompany establishments in improving their performance in all its dimensions. To achieve this, Anap offers a comprehensive range of support services, including the dissemination of operational content, the organization and coordination of networking and on-site intervention. 

Press contact: communication@anap.fr
06 11 66 48 13 

General mutual aid

A new partnership for new solutions: France Qualité and France Supply Chain join forces for your competitiveness

Written by webm@ster the . Published in News-semi-public-privees.

General mutual aid

A new partnership for new solutions: France Qualité and France Supply Chain join forces for your competitiveness

The partnership between France Qualité and France Supply Chain is a unique opportunity for companies to prepare for future challenges by combining their expertise. The complementary nature of the two associations will enable them to develop innovative solutions and boost competitiveness in the global marketplace. In an increasingly complex and uncertain environment, this initiative appears to be an appropriate response to current and future challenges. Let's take a look back at the main points discussed at the meeting, to understand the ins and outs of this promising partnership.

Securing transformations

Transformation is a major challenge for companies in an uncertain economic climate. Pierre GIRAULT, President of France Qualité, emphasized the importance of drawing lines of force to prepare for the future. Supply Chain and Quality teams play a strategic role, both upstream and downstream, in listening to stakeholders and implementing concrete guidelines. By pooling the strengths of our 2 associations, the aim is to consolidate synergies and continuously improve processes in the service of stakeholders, by integrating essential dimensions such as CSR.

This collaborative approach enables us to better anticipate regulatory changes, share best practices and develop innovative solutions to secure operations. In addition, it aims to strengthen the resilience of companies in the face of market disruptions, whether technological, economic or environmental. This strategic alliance is based on a shared vision of the future, and on the desire to make transformation a lever for sustainable competitiveness.

Replay of the webinar presenting the partnership to members of the 2 associations

Renewing our Cost/Delivery/Quality approach

Yann de Feraudy, President of France Supply Chain, emphasized the need to reassess the trilogy of costs, lead times and quality from an integrated perspective. The Supply Chain must guarantee the right product, in the right place, at the right time, while respecting optimal quality and cost criteria. The methodological approach, whether derived from total quality or Supply Chain-specific practices, needs to be harmonized to maximize overall efficiency.

Cost time quality

This partnership seeks to go beyond traditional boundaries and offer an enriched combination of the two disciplines. By integrating advanced management tools and innovative technologiesThe two associations aim to optimize every stage of the process, from sourcing to distribution. This new approach also makes it possible to better meet customer expectations and enhance their satisfaction. In addition, it offers companies the opportunity to gain in flexibility and agility, two essential qualities for adapting quickly to market changes. Ultimately, this collaboration aims to create a more robust and efficient value chain.

Respond to the survey on Your priorities and suggestions for the partnership

Members are invited to actively contribute by proposing concrete themes to be explored within the framework of this partnership. This webinar marks the start of a promising collaboration to secure and optimize the transformations necessary for our companies' success. Through joint initiatives such as working groups and pilot projects, members will be able to leverage this synergy to overcome current constraints. Collective commitment and knowledge sharing will be the keys to the success of this alliance, paving the way for a new era of performance for our members.

France Qualité Performance logo

About France Qualité

The Association France Qualité Performance (AFQP), also known as France Qualité, brings together nearly 2,000 public and private organizations in France through its 11 regional components. It promotes a "New Quality" that integrates Management, Strategy, QVCT, Customer Experience, CSR, Operational Excellence, etc., in order to manage all the components of an organization's performance. To this end, France Qualité promotes the sharing of best practices, produces reference publications such as Quali'Bord and White Papers, and organizes regional and national forums and events, as well as the Prix Nationaux de la Qualité and the Trophée Leader Qualité. 

NEWS

See all the news

EVENTS
PRESS
To go further

Read more

Team brainstorming on the question of a desirable future

Foresight Workshop: Experiencing the Impacts of Climate Change on the Supply Chain to Build a Desirable Future

Written by webm@ster the . Published in News-semi-public-privees, Prod/feature Lab SC4Good.

"The human brain needs to know what the future will be made of", says Sébastien Bohler, and the conviction of the Foresight working group is that the future is being built! They therefore worked to raise awareness and get as many Supply Chain players on board as possible, in order to build desirable scenarios and strategies for adapting Supply Chains to climate risks. Here's a look back at the first deliverable from the project after a year of collective work: the Perils Workshop.

The prospective construction site :

beyondCO2

Weak signals are already present in 2024, as numerous press articles show. In 2040, managing the impacts of climate change will be part of our daily lives.

How can we adapt to new expectations, regulations and climate change? What adaptation strategies should companies be building, starting today? Are the actions taken by companies sufficient and realistic?

Most climate-related efforts are focused on decarbonizing transport, yet other elements linked to climate change are already having a marginal impact on supply chains, but will become more significant in the future, and need to be considered now to transform companies.

  • prospective-future-desirable-workshop-02

  • prospective-workshop-future-desirable-05

  • prospective-workshop-future-desirable-03

  • Team brainstorming on the question of a desirable future

    prospective-prospective-workshop-future-desirable-04

Participants in the feedback workshop.

The design fiction workshop :

making the foresight project a reality

An enthusiastic group guided by Aurélie Delemarle, Principal at Argon&Co, embarked on a year of collective work following a series of methodological choices:

  • Study scope: the 6 perils rather than the 9 planetary limits. The perils can be experienced and appeal to the emotions. What's more, they allow us to take into account all the categories of the European taxonomy, i.e. :

    1. rising temperatures ;
    2. an increase in violent storms;
    3. loss of biodiversity;
    4. flooding ;
    5. rising waters;
    6. water stress.

  • Impact scenarios rather than transition or climate change scenarios: the study focuses on the direct or indirect impacts on the 4 essential Supply Chain functions (demand, procurement, production and logistics distribution).

The results of this work will be published over the course of the year (Livrable péril, PESTELs, Nouveaux Récits, 1 or 2 scientific articles). The first of these was the subject of a full-scale test with members of the SupplyChain4Good Lab.

The group's first deliverable took the form of a 3-hour foresight workshop by design fiction. The reason for this choice was to get the participants involved in the story, and to help them experience and measure the impact of climate change.

Focus on the tools used during the workshop

The artefacts of biodiversity peril

This immersive approach won over customers, reinforcing their commitment to take action.

Participants are provided with a game kit containing artifacts (objects straight from 2040) and an explanatory note for facilitators, including the context of the scenario synthesized via a PESTEL.

Biodiversity:

The "poor relation" of climate change issues as a whole

Here's an issue that was close to the hearts of some of the participants, as rising temperatures, for example, are much more often talked about than biodiversity. "We're talking about supply footprint"Tariel Chamerois, CSR & Sustainability Manager France & Morocco for DB Schenker, tells us that companies are obliged to reduce their production sites, in this case wind farms, because they are located in a bird migration zone.

Silver

This "biodiversity peril" workshop raises the issue of limiting access to land, with sanctuarized zones where no one will be able to settle.

Then, of course, there's the question of budgeting and the impact on prices. How is biodiversity valued? What is the price of fish? What is the price of birds? Biodiversity provides a whole host of resources and/or ecosystem services that are currently free, or considered to be free, and so the first idea would be to reintegrate it into future budgets.

Today there is no value, so the group of the day concludes that the regulatory framework must and will evolve.

If we take the case of fishing again, today what is included in the sale price of fish is only the energy and human resources required to catch the fish, but not at all the fish resource, which is free once it has been caught. Tomorrow, we may have to consider regenerating the resource, as the FSC model does so well today (planting trees in return for those removed).

Pénélope Laigo, Sustainability & QHSE Group Director at FM Logistic

Last but not least, another anticipated impact is the need to design biodiversity-friendly supply chains. In other words, business models, buildings, flows and solutions that take into account potential impacts on biodiversity from the outset, and how to avoid or even have positive, regenerative impacts.

It is imperative for companies to develop proactive, integrative strategies that take into account all aspects of climate change, including impacts on biodiversity. This requires rethinking business models, infrastructures and processes to minimize negative impacts and promote regenerative practices. Collective commitment and innovation will be essential to transform supply chains and ensure their resilience in the face of future climate challenges.

NEWS

See all the news

EVENTS
PRESS
To go further

  • AWARD FOR BEST SUSTAINABLE SUPPLY CHAIN ARTICLE - 2024 EDITION

    France Supply Chain and AIRL-SCM launch the3rd edition of the Best Sustainable Supply Chain Article Award.

    To know more about it

  • HOW TO BUILD CIRCULAR SUPPLY CHAINS? A LOOK BACK AT A COLLABORATIVE WORKSHOP
    Companies, institutions, academics, local authorities and associations all agree that the circular supply chain is essential for a circular economy.

    To know more about it

Read more

Plant composed of networks

Decarbonation Plan Challenges: unique private workshops

Written by webm@ster the . Published in News-semi-public-privees.

"Reducing the impact of logistics on our environment and helping to achieve carbon neutrality requires us to go well beyond the still too-dominant view thatan energy transition of heavy goods vehicles to biofuels, electric or hydrogen alone is sufficient, and that it's up to hauliers to solve the whole problem." That's how Yann Briand, one of our 2 challengers, sums up the need to work together to improve companies' decarbonization strategies. How can we do this? By sharing and questioning.

Since 2023, in a small, private setting, 3 engaging workshops have been conducted as part of France Supply Chain's SuppplyChain4Good Lab in collaboration with 2 think tanks. Find out more in this cross-interview with their experts.

  • Photo by Yann Briand

    Yann BRIAND

    Chief Scientific Officer - Deep Decarbonization Pathways (DDP) initiative Climate, Energy and Transport expert

    IDDRI logo
    L'Iddri is a think tank that facilitates the transition to sustainable development.

  • Photo by Reuben Fisher

    Reuben FISHER

    Freight Project Manager

    The Shift Project logo
    The Shift Project is a think tank that promotes a carbon-free economy.

Why did IDDRI and The Shift Project get involved in these workshops?

Yann Briand

The point of these exchanges is to build a space of trust where companies can humbly present where they are in their thinking, explain their issues, and accept criticism. What brings us together must be the desire to improve and perform even better. The organization of these dialogues must continue to allow the freedom of tone that is their strength, and prevent them from becoming an exercise in communication between themselves. It must continue to bring together supply chain managers, as well as CSR, purchasing, sales and even CFO managers, and their teams!

Reuben Fisher

Decarbonization challenges are an opportunity for participating companies to share something critical - how to reconcile economic will (profits, growth) with energy and climate imperatives. Indeed, our view at The Shift Project is that physical limits such as the amount of energy available at a given moment, or the total amount of greenhouse gases in the atmosphere, are even more constraining than economic concepts.

Executive group on the Avril premises

Workshop on Groupe Avril premises

What does "sharing your decarbonization plan" mean for the companies you challenge?

Reuben Fisher

Companies explain how they are transforming themselves to make their activities and services sustainable in the decades to come, and in the short term we use different reading grids for this. For a start, if the company's key figures make no mention of energy or emissions, this gives the impression that the company thinks it can operate "above ground", without needing energy or emitting greenhouse gases. When companies' "one pagers" include this information, at the same level & in the same way as sales, EBITDA, number of employees or sites worldwide, we'll have taken an interesting step!

To go into more detail, we then look at how the company valuesCO2 - does it apply an internal price per tonne ofCO2, & if so, in what contexts - only for investments or also for day-to-day purchases? Is the price the same as for avoided emissions? If not, what is the logic behind the difference? Going a step further, we've seen corporate financial results presented net of the financial impact ofCO2.

Yann Briand

This means that companies need to share the main transformations they wish to implement and, above all, the conditions they are putting in place to achieve them! For example, this may mean reviewing with suppliers and customers the logistics organizations specific to each value chain and to each individual company, which limit the possible logistics choices that can be made, such as moving away from an all-truck approach. This means changing the constraints of logistics services, in terms of cost and lead times, for example. It may also mean rethinking purchasing and commercial strategies to rethink products and the location of suppliers and customers, in order to reduce the quantities, weights or volumes used, and also the distances to be covered between the raw material and the end customer. In short, reducing freight transport emissions requires strong action on the part of shippers, in partnership with their logisticians and transporters, right through to the involvement of suppliers and end customers!

To properly consider and implement these transformations, we need to adopt a long-term perspective that goes well beyond 5 to 10 years, in order to understand our limits and be in a position to consider these more structural changes, which are nonetheless necessary if we are to achieve carbon neutrality. What's more, the complex issue facing companies and all decision-makers today is that these organizational changes, complementary to technological ones, need to be initiated today, but will bear fruit sometimes only several years later, and will have an impact on the distribution of value within the company and sometimes within the value chain.

Two think tank experts look at 2 challengers

The experts from the 2 think tanks and 2 challengers: Pénélope Laigo, Sustainability & QHSE Group Director FM Logistic Corporate and Lucie Aitsahalia, Head of Energy and Environment FM Logistic Group.

What are the critical elements that need to be addressed in addition to theCO2calculation?

Yann Briand

To better understand how decisions can change, we are discussing and will continue to discuss with the diversity of France Supply Chain companies (shippers, logisticians and carriers) the fact of :

  • adopt a systemic strategy combining technological and organizational transformations;
  • think ahead to 2050 to revisit the coherence of choices for the next 5 years.

Reuben Fisher

On the whole, apart from building consumption, energy consumption is poorly monitored, both in terms of total quantity and the types of energy used. This is rather surprising for a sector whose dependence on liquid fossil fuels is flagrant, given that a recent Shift report (for the French Ministry of the Armed Forces) indicates a drop of several tens of percent in the amount of oil available by 2050. So it's critical to anticipate & begin the energy transformation today, otherwise companies risk finding themselves like stranded assets in the energy-constrained world that's looming.

Congratulations to the 8 companies who have played the game so far:

  • RENAULT_GROUP_LOGO_FULL_NOIR_RVB

  • michelin-logo-transparent

  • Logo_DB_Schenker

  • Supply Chain Project Director

  • remy-cointreau-logo

  • logo-point-p

  • Internship - Supply Chain Project Manager M/F

  • logo-legrand

Thank you gentlemen for your testimonials and your investment in this project.

Sources :

NEWS

See all the news

EVENTS

PRESS

Read more

The players in the E.VO.L.U.E project

The first concrete results of the E.VO.L.U.E. project for more efficient urban logistics

Written by webm@ster the . Published in News-semi-public-privees.

Christelle Seiller, Mobility Director, GPSO, Xavier Hua, Managing Director, Institut du Commerce, Gaëlle Quéré, CSR Director - Distribution and Express, GEODIS, Tariel Chamerois, Head of Sustainability France & Maghreb, DB Schenker, Jean-Baptiste Derdoy, Mobility Manager, PTV Logistics and Nathalie Woock, Head of Freight and Transport Companies, Région Île-de-France, absent today.

Discover the story of E.VO.L.U.E through the testimonials of the 5 speakers at our conference at SITL 2024.

How did this happen? Where do we stand today? And above all, how can the project continue in the coming months or years?

A regional, multi-player pilot project

X.Hua: E.VO.L.U.E stands for Engagement Volontaire pour une Logistique Urbaine Plus Effice. It's an initiative which I'm going to describe in a little more detail, and which began about two years ago.

This initially private initiative is credited to 3 associations. The first, and it's not a very good one, but the first one I represent is the Institut du Commerce. The other 2 associations you know well are Club Déméter, which runs the logistics fresco just behind. And France Supply Chain, which is really the Vertical Supply Chain association for all sectors. As you can see, these 3 associations are totally complementary.

We had this strange idea of working together, of wanting to work together and ultimately pooling our entire network of members to work on more efficient urban logistics.

Then, in the middle, there's the test area, the Grand Paris-Seine-Ouest and its various communes. This represents 330,000 inhabitants. The area is both very urban, with Boulogne and Boulogne-Billancourt for example, and a little more rural. Marne-la-Coquette, to the very west of this territory. And you have a river in the middle, the Seine. So it's a very representative area, with constraints that are quite interesting for urban logistics.

Finally, below are the sponsors and technical partners of this project:

  • The Île-de-France region

    which is subsidizing this initiative

  • LLC, associate

    for the legal framework

  • PTV

    for all data processing

  • SprintProject

    on project management and innovation

Data: more than 25,000 deliveries and pick-ups in the GPSO area

X.Hua: Let's come back for a minute to an extremely important point for the future, which we spent a lot of time on: providing a totally secure legal framework so that contributors, including DB Schenker and Geodis, but also others, can share their data in complete confidentiality.

The project as such, for those who followed us 2 years ago or a little more, we presented this project with several phases. The first was data collection. Because it was extremely important to know what was happening on a territory with contributors, with shippers, with economic players delivering goods on this territory.

EVOLUE's contribution to SITL 2024

3 contributors have agreed to share their names: Geodis, DB Shenker and Raja

All these figures represent 400 deliveries or pick-ups per day. That's a pretty substantial volume. I may be avoiding the question by saying, yes, it's only 5 contributors, but in the end it represents a volume of data which is entirely relevant and on which we have results which are very interesting to share.

Results and solutions for our cities

JB. Derdoy: PTV logistics was responsible for processing the data submitted by our partners. We collected a total of over 25,000 deliveries and pick-ups in the GPSO area and analyzed them. Thanks to our software solutions, we were able to reconstitute the routes and carry out various analyses, two of which are presented here.

The first approach: how can we move from 20% of pick-ups and deliveries served to a better rate and a better level of service?

Location

There are currently 260 parking areas in the GPSO area, represented by the yellow triangles. They can handle 5,000 deliveries, assuming a 50-meter catchment area. So 5,000, i.e. 20% of deliveries and pick-ups are within the catchment area of a parking area in the area today. Based on this observation, we carried out the exercise ofincreasing the supply of delivery areas to see what level of service we could offer to deliveries and pick-ups.

We took the exercise a step further and went as far as 1,000 parking areas, covering 90% of deliveries and pick-ups in the area.

The second exercise: positioning 3 urban hubs in a relevant way on the territory

Evolue analyses micro hub deliveries

We also analyzed delivery vehicle journey times. Traffic jams have relatively little impact on routes within the region. On the other hand, when it comes to getting from the depot to the area's accessibility, there's a real challenge. To be able to carry out deliveries and services from 9 a.m. onwards, you have to leave early and be on the Île-de-France main road network at the height of the peak period.

In other words, to be able to cover the territory, but also to be on routes that are relatively accessible to road traffic. From these positions, we would be able to serve 95% of deliveries and pick-ups in the area, while respecting the issue of urban boundaries and the Seine, which imposes constraints in terms of traffic, with a theoretical catchment area of 2 km.

Testimonials from Géodis and DB Schenker

  • Opening quotation marks

    What are Géodis' strategies for urban logistics?

    "It's an ecosystem that we need to structure to manage to improve our logistics and reduce our impact together." Gaëlle Quéré

  • Opening quotation marks

    What do these maps bring to DB Schenker?

    "This project ultimately accompanies the vision of the transformation of the goods distribution chain that we manage, by shedding light, admittedly by a team working under private law, but which nonetheless sheds light on the landscape as a whole, and which I hope can also make a wider contribution and ultimately shed light on local authorities" Tariel Chamerois.

I say there's no shared urban hub, is that true or false? What initiatives are you supporting?

What lessons for the region?

C. Seiller: So, in terms of lessons learned, it was very clear to us that it enabled us to objectify a feeling and quantify it. To do it properly, we'd have to do four delivery areas, because we realize that delivery points are extremely diffuse. Here, at least, I've got the quantity, and I know I won't be able to do it, i.e. making 4 times as many delivery areas in an already constrained urban environment is very complicated. Every day, we're confronted with the need to use parking space for other purposes, in particular the installation of charging stations for electric vehicles.

Make temporary experimental tactical logistical tools and say, " We'll demonstrate their usefulness and then we'll be in a position to make them permanent, to reserve land in a more proactive way.

How can we go further?

X. Hua: there are two avenues that have been identified, the first with the gpso region and the players present here on the notion of shared urban hubs, because we realized that there were no initiatives, no concrete realizations of shared urban hubs between several economic players and operated by several service providers.

The other approach, which was in fact the one pursued at the outset of this project, is to model an approach, a kind of kit in fact, of tools for going to local authorities and saying "if you want to manage urban logistics in your area as efficiently as possible, we can provide you with a whole methodology".

We're ready to test this methodology on another territory.

NEWS

See all the news

EVENTS

PRESS

To go further

  • E.VO.L.U.E: THE FIRST CONCRETE RESULTS FOR MORE EFFICIENT URBAN LOGISTICS

    France Supply Chain, Club Déméter and Institut du Commerce are behind the E.VO.L.U.E. project.

    To know more about it

  • WHY AND HOW TO USE GREEN RADAR SUPPLY CHAIN?
    This publication meets the expectations of companies who no longer wish to choose between competitiveness and sustainability.

    To know more about it

  • FRANCE SUPPLY CHAIN AWARDS ITS PRIZE FOR THE BEST SUSTAINABLE SUPPLY CHAIN ARTICLE
    "First and Last Miles by Cargo Bikes: Ecological Commitment or Economically Feasible? The Case of a Parcel Service Company in Paris".

    To know more about it

Read more