|Ensure environmental, social and governance standards are applied through the corporate procurement framework.|
|11/12 objectives||How we did|
|Recruit a national procurement manager who will develop a mentoring and coaching approach to procurement across the business.||Recruitment of a national procurement manager held off for consideration within overall corporate structure.|
Fuji Xerox sources product from Europe, North America and Asia, with the major manufacturing facilities located in Japan and China. Our Australian supply chain operations team works closely with our sales and marketing teams to forecast and procure inventory from multiple overseas origins.
This inventory supports the equipment, consumable and spare parts requirements of our diverse customer base throughout Australia, managed from a national distribution hub in Sydney and supported by regional distribution centres in all major capital cities. Our national distribution network and partnerships with specialised carriers such as Neway Transport, Toll and Australian National Couriers ensures the timely delivery of over 31,000 machines and related consumables and spares annually.
The Fuji Xerox Australia approach to sustainable supply chain management is informed by the principles of the United Nations Global Compact, to which our parent company is a signatory. Our goal is to share our sustainability standards with our suppliers and work with them to improve environmental, social and governance outcomes. Our direction is to:
- Work through the Xerox and Fuji Xerox Group to assure integrity of our product supply chain.
- Work with ‘high-risk’ suppliers to provide low-carbon products and services. Employee travel, paper and logistics have been identified.
- Share our sustainability standards with our indirect sales network.
While we rely on the Xerox and Fuji Xerox Groups to assure integrity of our product supply chain, in Australia we are responsible for managing our paper supply chain, international inbound, outbound and domestic logistics, along with procurement of all other business goods and services required locally. We have a mature approach to relationship management with our logistics and paper suppliers, with specific sustainability standards and targets. For all other procurement activity a general sustainable code of conduct is integrated into our procurement framework and compliance is confirmed with suppliers during significant procurement events.
Progress on our supplier engagement journey remained slow in the year under review, as sourcing a procurement manager was not undertaken. In 11/12 we will fill the national procurement manager role and work on a supplier engagement plan, broadening our current focus on strategic relationships. Nonetheless we have moved forward managing the carbon emissions of our most carbon intensive suppliers, especially in paper through the introduction of a carbon neutral range. With natural disasters affecting our supply chain and strategic changes afoot in logistics, our carbon management in that area has been challenging.