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efficient shower head, in order to help clients cut their energy bills and water use. Other solutions include closed-loop manufacturing, cradle to cradle approaches, or considering waste as a resource.Supply Chain transformation requires company (r)evolution We have observed three different ways to build sustainable supply chains:nRevisiting company value propositions and shifting business models are required for those companies who are genuinely keen to redefine their supply chain. A few companies have already heeded this challenge and redefined who they are, thus dramatically affecting their internal organisation, their supply chain, and consequently their environmental impact. Xerox, InterfaceFLOR, DuPont and Dow Chemicals to some extent, and a number of Utility companies for example have already developed business models centred on services rather than products, i.e. "printing ability", "flooring services", "painting services", "rental of chemical products" or else "thermal comfort" respectively;? nEnsuring sustainability of supply chains requires a profound perspective change, a thorough understanding of the company's complex relationships with its outside world, and the development of new Partnerships: i.e. other industries, non-business organisations, clients, social entrepreneurs, suppliers, etc. Such steps help change perspectives from "company-centric" to "ecosystemic", thus sparking off break-away supply chain innovations;nAll significant supply chain transformations must find support outside of traditional supply chain functions. R&D, Innovation, Marketing and Strategy executives significantly influence supply chains, and they need to deeply understand and appreciate the risks and opportunities in changing the game.conclusionThese changes require strong determination and bold leaders to build ambitious visions for their organisations. They will have to rely on an open, transparent and circular economy-minded organisational culture, to allow a genuine shift towards a low-carbon economy. As we have outlined throughout the five short paragraphs above, it is not about talking green all along the supply chain. It is about future-proofing the organisation. nAbout BearingPointWe deliver Business Consulting. We are an independent firm with European roots and a global reach. In today's world, we think that Expertise i s not enough. Driven by a strong entrepreneurial mind-set and desire to create long term partnerships, our 3200 Consultants are committed to creating greater client value, from strategy through to implementation, delivering tangible results. Our teams assist our clients in defining Corporate Strategies and implement related transformations which embed Sustainability considerations across functions and organisational layers. As our clients' trusted advisor for many years, we define where to go and how to get there. To get there. Together. www.bearingpoint.comEmail: xavier.houot@bearingpoint.com and andreas.merbecks@bearingpoint.comReferences 1 From 0,248 to 0,194 kgoe/$2005p from 1990 to 2010 at constant purchasing power parities, Enerdata, Global Energy Statistical Yearbook 2011. 2 Olivier, J.G.J., Janssens-Maenhout, G., Peters, J.A.H.W. & J. Wilson (2011), Long-term trend in global CO2 emissions 2011 report, The Hague: PBL/JRC. 3 Cf. GhG (GreenHouse Gas) Protocol : Scope 3 impacts refer to "other indirect emissions, such as the extraction and production of purchased materials and fuels, transport-related activities in vehicles not owned or controlled by the reporting entity, electricity-related activities (e.g. T&D losses) not covered in Scope 2, outsourced activities, waste disposal, etc." Pictured: Xavier Houot (left) and Andreas Merbecks (right) " All significant supply chain transformations must find support outside of traditional supply chain functions "green supply chain 119

Continuing MobilityW hich technology is most responsible for shaping our world over the last 100 years? The strongest arguments might be for cheap and plentiful energy, telecommunications, modernhealthcare or perhaps transport systems that have enabled unprecedented personal mobility.Vehicle manufacturers, of course, are advocates for personal mobility. After all, 80 per cent of land journeys are made by car today - a fact that has had a major impact on where and how we live and work. Given the mobility revolution that the automobile has powered, it is worth considering that the car is still evolving. It has become a point at which the key technologies of the last 100 years are converging.This evolution is being motivated by urgent necessity and driven by an enormous investment. In Europe alone, the automobile industry is the largest private investor in research, with the 18 ACEA members committing over ?26 billion annually to R&D. This is helping the industry to adapt to a changing world, creating new forms of mobility that communicate more and are better connected, that use energy more efficiently, that are cleaner to manufacture, to use and dispose of, and are safer in every respect. The connected and networked driving experience is already a part of our lives: vehicles use satellites for navigation, receive digital radio for in-car entertainment and link with mobile phones for safer hands-free use. Increasingly, these systems are linked together through the embedded IT system (along with access to information on the vehicle and on driving conditions) to produce a seamlessly integrated experience. This is radically changing the vehicles we drive and ride in. Vehicles are being designed with integrated safety and communications technologies right from the start."those looking for a more economical, greener driving experience are buying cars that automatically moderate fuel consumption and also use stop-start technology to reduce emissions when the vehicle is at rest."Ivan Hodac, Secretary-General, The European Automobile Manufacturers' Association (ACEA)It is also changing how people interact with vehicles, offering an experience that more closely resembles how we use consumer electronics. This shift is being accelerated by the availability of ubiquitous access to high-speed wireless internet, and is resulting in cars that communicate with the driver, the road, the traffic and the wider world. Travelling no longer means being disconnected from our stationary surroundings.Such innovations will hugely increase safety, comfort and convenience. However, it raises important questions about the relationship between human drivers and computer intelligence, and whether this will lead to a more passive travel experience and to a world in which integrated virtual control is the norm, rather than a quirky novelty. In any case, it is essential that the driver stays in control of the vehicle, but computer intelligence has a particular role to play in alerting and augmenting the driver's own abilities. Automotive manufacturers are already 120 transport and mobility