ABSTRACT
Corporate social responsibility (CSR) and sustainability thinking provide the models to tackle the questions and others of similar importance to the future of our supply chains. In contrast with CSR-driven programmes, practical sustainability programmes are usually more focused on measurable environmental targets such as energy efficiency, zero emissions or zero waste, as exemplified by the Herman Miller case study which follows. The in-house aspects of CSR such as internal governance can be addressed without alignment but, as soon as supply chain partners are involved in CSR or sustainability programmes, the critical first step will be aligning interests, goals, behaviours and strategies. Supply chain businesses with specific exposure to high-profile risks like coastal shipwreck have usually taken care to manage and mitigate their physical risks. This chapter discusses the increasing globalization of business and the rise of the multinational enterprise in the twentieth century and explains the more convergence at the international level on concepts of corporate social responsibility.
