Promotion of Greener Supply Chain System at Fuji Xerox - Speech or Presentation Example

? Typed in red are the grammatically-erroneous texts that were requested by the Fuji Xerox Part C Part C - Oral Presentation or Report The final stage is to outline how you will communicate and continuously improve the policy you developed in Parts A and B: • A promotion plan for your policy - ensure its key features and its benefits to key stakeholders are described, and information about expectations of outcomes, responsibilities and timelines is provided. Include your finalised communication matrix. • Provide/display at least one example of a communication tool to internal personnel that describes sustainability policies, outcomes expected, activities to be undertaken and responsibilities assigned; for example, poster or bulletin. • What are the strategies for continuous improvement? Investigation of and modifications to ensure improvements? How will breaches be dealt with? How will ongoing training be provided? What is the review process? Outline a documented recording / auditing system. • What are the planned policy outcome documentation and reporting methods? To who? • Do you have any personal feedback specifically to the sustainability policy/procedure that you would make to the key personnel and stakeholders regarding the success or otherwise of the policy? This can be completed by either: A) a 10 minute presentation delivered to your class in Week 9; or B) a third business report of no less than 1500 words, PDF format. Your PowerPoint slideshow or Report is to be uploaded to iLearn. Greener Supply Chain System at Fuji Xerox: Promotional Plan A. Greener Supply Chain System: Nature and Key Relevance As discussed previously, the adoption of a Greener Supply Chain system for Fuji Xerox entails a close coordination among the key business units of Fuji Xerox. To reiterating, the success of the Greener Supply Chain necessitates the employment of specific programs for Inbound Logistics, Main Operations, Outbound Operations, and Marketing and Sales. However, such programs must be aligned with its main values that further support the company’s vision and mission. In this regard, it must first and foremost be stated that my recommendation for such program mirrors other successful programs that have been implemented by other companies in support of their specific sustainability objectives or targets. For one, Bobis & Staniszewzki (n.d.) have noted the contribution of sustainability programs to IBM’s bottom line. In this regard, through specific tactics used such as tactical buying, price leverage, category management, strategic supplier management, and value chain integration, IBM was able to not only manage its costs but more importantly increase its revenues. Such ideas were also similarly noted in a study of Five Winds (2003) entitled “Good Environmental Stories for North Americans” in which it exposed the socio-cultural impacts of environmental-friendly business operations. Lastly, the importance of sustainable programs to enhancing the company’s business operations has also been recognized by companies in the field of telecommunications. In this light, the International Telecommunications Union or ITU (2012) has recently released a study stating the essence of sustainable programs toward optimizing the business potential of the top IT firms. Summarizing all of these studies, it could be stated that the key to attaining success in sustainability programs lies on the close coordination among the business units (Earth Check, n.d.). However, it must also be pointed out that while the concept of lessening the environmental impacts of business operations proves to be inherently good and effective, specific business units may have difference standpoints or views as regards the implementation of the individual programs assigned to them. This is the primary reason that led Dimension Data (2010) in examining the challenges behind ‘green procurement’ and how such issues could be overcome. According to this group, while cost management is difficult given the complexity of the demands entailed by ‘green procurement’ programs, such disadvantages are only short-term in nature. Thus, the realization of benefits should be seen in a long-term perspective. Such perception is also shared by the government of Japan in understanding the importance of green procurement programs. For one, a law entitled “Green Purchasing Law” has recently been adopted to guide the companies in the conducting a more environmental-friendly business operations, as noted by certain authors such as Harada (2006) & Sato ( n.d.). Alvarez (2010) also believes in the need for green procurement guidelines in the offices in the Philippines. Going back to the case of Fuji Xerox, the reconfiguration of the company’s business operations to satisfy the objectives set by the Greener Supply Chain system must begin with an effective communication campaign that will stir the interest of both the internal and external stakeholders of the company. In the next parts of this paper, I intend to provide an intensive program for the promotion of the Greener Supply Chain system. B. Be Greener Campaign The campaign that I am proposing to support the revamping of the business operations of Fuji Xerox through the Greener Supply Chain system is called “Be Greener Campaign”. In this regard, the program will utilize the various ‘touch points’ to heighten the impact of the program to its intended audience. With this, I wish to divide my discussion in three parts: first, the theme of the campaign; second, the communication venues or tools to be used with specific executions; and last, the targets that must be attained. 1. Be Greener Campaign: The Core Idea The inspiration behind the ‘Be Greener Campaign’ banks on the idea that organizational success in whatever form and cause could only be attained through the cooperation of the members involved. In this light, it is initiative of the self to make a change that drives the realization of a certain plan or goal. Linking this concept to the primary goal of reconfiguring the supply chain system of Fuji Xerox, it could be said that since all the business functions of Fuji Xerox are involved in the ‘greening’ process—from Logistics to Marketing and Sales—it is essential to get the full cooperation and support of every department. To summarize the promotional initiatives for this program, the Be Greener campaign will run for three months. It will start with a launch period, followed by follow-through or sustaining period. In this regard, the campaign will also utilize various communication tools to bolster the impact of the campaign among its intended audience. Campaign Phase Activities Involved Duration Launch Period - Introduction of ‘Be Greener Campaign’ to internal and external stakeholders - Increasing of Awareness through a national convention among all Fuji Xerox companies First Month Sustaining Period - Dissemination of various communication materials in all forms - Launch of mini programs to further increase awareness and create excitement among the employees of Fuji Xerox Second to Third Month Exhibit A: Be Greener Campaign Summary 2. Launch Period As stated previously, the Launch Period of the Be Greener campaign will be executed in two ways. For the first one, an open letter will be sent by CEO of Fuji Xerox to all the employees and business partners of the company to highlight the need for ‘greening’ the company’s business processes. This will be done via email to manage the cost. To further stir the attention of the intended audience, a short video will also be sent via email which will communicate stand of the company as regards the rapid changes in global climate. This activity will be further magnified through a national convention in all Fuji Xerox companies across the globe. This get-together activity is meant to heighten the awareness of both the internal and the external stakeholders of the company, as well as get their commitment in doing their share in turning this global initiative into a success. 3. Sustaining Period The sustaining phase of the Be Greener campaign is bifurcated into: (1) utilization of various communication tools to maintain the relevance of the message among the employees; and (2) launch of mini programs that aim to create excitement among the intended audience. As for the first part, the following tools will be used to imparting the campaign’s message: Exhibit B: Communication Tools for Be Greener Campaign Firstly, the internal email blast will first communicate a message of thanks for the employees who participated in the national convention that was intended to launch the Be Greener campaign. Also, it will outline the upcoming activities that will be launched by the company to instill the message of cooperation and self-initiative as key ingredients towards attaining the success of this program. To make the messaging impactful, two different emails will be sent to all employees and business partners of Fuji Xerox for two weeks. Secondly, wall posters will be disseminated in all hallways, elevators, toilets, and other relevant places in the buildings and manufacturing plants of Fuji Xerox. This is to further bombard the employees with the message of the Be Greener campaign. An example wall poster is displayed below: Exhibit C: Sample Wall Poster Thirdly, pamphlets will also be distributed in strategic areas of the company such as lobbies and waiting areas in various corporate offices of Fuji Xerox. This initiative is intended to spread the message not only to the employees of the company, but more importantly to its business partners who may happen to physically visit the company. From a marketing communications’ standpoint, this activity will not only increase the awareness among its intended audience, it will also enhance the image of the company as a true advocate of environmental conservation. Lastly, lobby displays will also be done which will comprise of an audio visual display which will show the same video presentation that has been sent by the CEO of Fuji Xerox. Alongside this video, a short creative presentation could also be shown in order to inculcate the message that change can only happen if all members of the company will participate and cooperate. Through this activity, employees will be more interested in the campaign. As for the second part of the campaign, the HR department of the company could also launched an interactive gaming activity that could be played by all employees. This game is intended to communicate the specific messages of the Be Greener campaign. To make it more exciting, cash incentives and other rewards could be given to game winners. C. Conclusion In summary, it can be said that the Be Greener campaign will truly be effective to communicating the pertinent messages of the changes in the company, specifically, the reconfiguration of the supply chain to fit the demands of environmental impacts. Read More