HOW TO INTEGRATE SUSTAINABILITY INTO YOUR SUPPLY CHAIN

Transcription

1 Damco eguide HOW TO INTEGRATE SUSTAINABILITY INTO YOUR SUPPLY CHAIN Improve performance and cut logistics costs by reducing your carbon footprint Anders Holbech, Global Head of Sustainable Logistics 1

2 Table of Content 01. MANAGEMENT SUMMARY THE GLOBAL CONTEXT: SUSTAINABILITY IS NO LONGER OPTIONAL DAMCO AND SUSTAINABILITY LOGISTICS SUSTAINABILITY EQUALS EFFICIENCY DRIVERS FOR SUSTAINABILITY 10 Consumer-facing brands are leading the way 11 Carbon regulations and industry initiatives 11 The quest for a reliable methodology IMPLEMENTING SUSTAINABILITY IN THE SUPPLY CHAIN: THE PROCESS 13 Phase 1: Data collection 13 Phase 2: Analysis 13 Phase 3: CO2 calculations CLIENT EXAMPLES OF SUSTAINABILITY PROJECTS 15 Marks & Spencer global SupplyChain CarbonDashboard 15 A modal shift from air to sea-air 15 Introducing sustainability in your procurement processes AN EYE ON THE FUTURE 18 Food waste into LNG 18 Wind power and access for barges 19 Aiming at doubling fleet efficiency DAMCO S EXPERIENCE IS AVAILABLE FOR YOU 20 2

3 01. MANAGEMENT SUMMARY In the world of today, companies can no longer afford to ignore the sustainability aspects of their operations for reasons of good global corporate citizenship and because of the importance of sustainability for a business risk exposure, public image and, ultimately, brand value. This includes the sustainability of their supply chains, and Damco offers tools and processes that help customers achieve real improvements in this area. In our work with clients we often run up against the misconception that sustainability, especially when it comes to supply chains, will only cost money and create large amounts of additional work. Our clients are often surprised to find out that improving logistics sustainability invariably results in lower costs and improved operational efficiency. As a rule of thumb, in logistics 1% reduction in carbon emission equals 1% less costs. A very wide range of interventions is available and it depends strongly on the situation which one will yield the best results. One may think of modal shifts (especially from air to sea), a more efficient organisation of the supply chain (for example by adopting the DC Bypass model), optimisation of packaging, the choice of equipment, the efficiency of equipment use, selection of suppliers based on their sustainability performance, and many more. Besides good corporate citizenship and supply chain efficiency there also are external drivers for sustainability: carbon regulations that are set by governments or transnational organisations like the EU, and guidelines or targets provided by industry initiatives. The various modalities each have their own way of approaching this. Industry initiatives also play a significant role in achieving reliable methodologies for calculating carbon emissions. Once an organisation decides to implement sustainability in its supply chain, Damco will guide them using a tested three-step process of data collection, analysis and CO2 calculations that can provide the foundation for strategic decisions and KPI selection. And when the basics have been covered there are always options available for expanding and fine-tuning: the journey of sustainability can be continued indefinitely. 3

4 02. THE GLOBAL CONTEXT: SUSTAINABILITY IS NO LONGER OPTIONAL Regardless of whether you are a shipper, a carrier or a logistics service provider, and what your position or job is, you do not operate in a vacuum. Besides the direct contacts and influences from clients and colleagues there is a global scale on which developments take place that affect every single one of us, personally and professionally. The world population is growing and will continue to do so for several decades. Due to the economic growth in countries like China and India, at least 150 million people will be entering the middle class each year until This will bring almost 60% of the world s population into a middle-income bracket. Over the same period, the global energy demand is projected to increase by 40%, while the water demand is expected to outstrip the available supplies by 40%. Looking further ahead, by 2050 we will need the resources of 2.5 planets Earth to support a population of 9 billion people. Obviously, we have only exactly 1.0 Earth available, meaning that we will have to find ways to do things smarter and more efficiently, and to waste fewer resources, so that future generations will at least have the same opportunities that we have. Sustainability is no longer a hobby for idealists but a business reality, as exemplified in a recent statement by Paul Polman, CEO of Unilever: How to grow sustainably is the biggest challenge facing companies everywhere. 4

5 03. DAMCO AND SUSTAINABILITY This eguide is intended to help you integrate sustainability into your logistics operations. But before we get into the what and how of that process, it may be useful to take a brief look at the role sustainability plays at Damco. On the one hand, our ambitions and targets in this field are derived from the Global Sustainability Strategy of our mother company, the Maersk Group. On the other hand we are driven by our clients requests for support in helping them make their supply chains more sustainable as well the specific conditions relevant for the logistics industry.. In line with the Maersk Sustainability Strategy, Damco s sustainability priorities for the timeframe include economic, social, and environmental topics. Figure 1 specifies the targets that have been set for Anti-corruption; Local community engagement and Diversity; Environment, Health, Safety and Security; and last but not least, Sustainable logistics. It is the latter area that affects our work with clients most and that is the topic of this eguide. Damco Sustainability Priorities: Priority area Anti-corruption Local community engagement and Diversity Environment, Health, Safety and Security Sustainable Logistics What? Zero tolerance for bribery and annual targets for reduction of facilitation payments. Engage in local communities to enhance education and work proactively with Diversity. Professional and systematic management of Health, Safety, Security and Environment. Enabling emissions transparency and working towards enabling customers to make greener choices. Level of Ambition Among the best in the industry. Among the best in the industry. Comply with industry and regulatory standards. Among the best in the industry. Target 25% annual reduction of facilitation payments. Sustainability Employee Engagement Indicators >90%. Externally certifiable HSSE Management by Recognised as a leader in Sustainable Logistics. Figure 1 Damco s sustainability priorities, based on the Maersk Sustainability Strategy. The solutions we offer our clients as part of our Sustainable Logistics products can be subdivided into two groups. The first group focuses on end-to-end visibility by providing tools that enable customers to make an exact assessment of the carbon performance of their supply chain, so that they can identify trends over time, pinpoint carbon inefficiencies, and make informed decisions, knowing how their business decisions affect their sustainability performance. Damco s SupplyChain CarbonCheck and SupplyChain CarbonDashboard were developed specifically for this purpose. Customers can also view the carbon impact of their shipments in their private mydamco area on the Damco website. The second segment of Damco s Sustainable logistics offering comprises services that support shippers to embed sustainability into their logistics operations. Here we help customers with strategy and KPI development, and with realising improvements in their logistics efficiency based on these choices. All of this will be covered in more detail in later chapters of this eguide. 5

6 04. LOGISTICS SUSTAINABILITY EQUALS EFFICIENCY. The carbon impact associated with various transport modes is very different. As shown in Figure 2, the carbon intensity of airfreight is about 90 times that of ocean. Many people in the logistics industry, however, fail to realise exactly how this knowledge can be used to make decisions that are in line with their business s goals and support supply chain sustainability. And while the choice of transport mode may be the major one, especially if airfreight can be traded in for one of the other modes, there are many other factors to be considered. One may think of carrier selection, the choice of packaging, the choice of equipment, the efficiency of using equipment, the effectiveness of the transport network usage, and many more. The interesting thing is that each of these variables directly relates to carbon usage, and that carbon usage in turn has a one-on-one relationship with costs. In general, a 1% reduction in carbon emission equals a 1% saving on logistics costs. In logistics, sustainability equals efficiency. Carbon per transport mode (g/ton-km) Air 560 Truck 47 Barge 25 Rail 16 Ocean 6 Optimization levers Figure 2 Carbon emissions vary widely between transport modes, with airfreight being the most energy-intensive by far. The equivalence of carbon and costs is demonstrated clearly in a case study on Distribution Centre (DC) Bypass (see Figure 3). DC Bypass refers to an increasingly popular model of supply chain optimisation where the supply chain of a retailer no longer includes the supplier s distribution centre. In this particular case, four major steps in the end-to-end supply chain (cross-country intermodal trucking, the supplier s DC, trucking, and the retailer s consolidation centre) are replaced by just one (Damco s facilities in Carson and Newark). Damco can consolidate the supplier s merchandise with other merchandise destined for the retailer and 6

7 send full truck loads directly to the retailer s DCs or even directly to its stores. Case Study: DC Bypass As-Is Logistics Network Discharge Port Intermodal Trucking (> 500 Miles) Supplier DC LTL Trucking Consolidation Center FTL Trucking Retailer DC To-Be Logistics Network Discharge Port Intermodal Trucking (> 500 Miles) Damco Cross-Dock FTL Trucking Retailer DC Operational Impact: Reduced lead times by 13.7 days Cost Impact: $10.6 million identified cost savings Carbon impact: 1,800 ton reduction in CO 2 Increased flexibility Reduced capital requirements Figure 3 The DC Bypass model eliminates several steps from a retailer s logistics network, making it more efficient and reducing carbon emissions in the process. In this situation, adopting the DC Bypass model offered a number of advantages: Lead time was reduced by an average of 13.7 days, with all the associated benefits (products get to market quicker, the supply chain becomes more reliable, inventory and working capital costs go down). The supply chain became more flexible and responsive, enabling the retailer to make buying and distribution decisions closer to the point of demand. The carbon footprint was reduced by 1,800 tonnes of CO2 (besides the environmental benefit itself, this supports good corporate citizenship and is positive material for marketing and PR). It represents a competitive advantage (as long as the retailer s competitors do not react by cutting time and costs from their supply chains). It lowers capital investments in company-owned assets (DCs, trucks, etc.) and staff. In this particular case, a total amount of USD 10.6 million in cost savings was identified. A second example is a case study on CFS consolidation (see Figure 4). Like the previous one, this project was not executed for sustainability reasons alone but with the intention to achieve operational efficiencies and cost reductions; nevertheless, it resulted in a significant carbon reduction. In this case, Damco reduced the number of 20DRY equipment that was required by converting light container yard loads to full containers and improving the container utilisation levels. The container split was improved by choosing the right container size for the available volume of cargo 7

8 Case Study: CFS Consolidation As-Is CFS Utilisation To-Be CFS Utilisation ,266 1,514 1,504 1,121 1,578 Operational Impact: 15% reduction in container shipments Carbon impact: 583 ton reduction in CO 2 Figure 4 Optimising container usage impacts the costs as well as carbon emissions. The main advantages were: The number of containers shipped was reduced by 15%, with a 15% increase in CFS usage. Container utilisation improved. Operational efficiency improved. Carbon emissions were reduced by 583 tons of CO2. A total amount of USD 852,000 in cost savings was identified, resulting from reductions in ocean freight, destination terminal handling charges, destination haulage, origin terminal handling charges, and the number of containers shipped. Both of these examples illustrate that carbon reduction goes hand-in-hand with cost reduction. A lower fuel consumption means that the logistics network and its resources are used more efficiently, which results in lower costs. 8

9 Did you know? 57% Heavy-duty trucks account for the dominant share of all logistics-related greenhouse gas (GHG) emissions. AIR FREIGHT BUILDINGS (252 Mega tonnes CO 2 ) (308 Mega tonnes CO 2 ) 57% 17% 9% 6% 11% ROAD FREIGHT (1,596 Mega tonnes CO 2 ) OCEAN FREIGHT (476 Mega tonnes CO 2 ) RAIL FREIGHT (168 Mega tonnes CO 2 ) Figure 5 Because of the large volumes transported by road, trucking is responsible for the largest contribution of greenhouse gases, even while airfreight is relatively much more carbon-intensive. Although, as mentioned, airfreight is by far the most energy-intensive mode of transport, this doesn t mean that it is responsible for most of the greenhouse gas emissions in the logistics sector. Figure 5 shows that in international supply chains the trucking part, mostly at destination, is responsible for 57% of the burden. To put all of this in perspective: with a 17% contribution, the global carbon footprint of ocean freight equals that of Germany, which is the sixth largest carbon emitter in the world. 9

10 05. DRIVERS FOR SUSTAINABILITY In our work with clients, we see that their sustainability efforts are driven by regulatory influences and business considerations, both pointing in the same direction. A recent survey (Figure 6) indicates that sustainability continues to be high on the executive agenda for logistics: most CEOs say that sustainability is either extremely important or significantly important to them. How Important is Supply Chain Sustainability? % 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Extremely Important Significantly Important Important Slightly Important Not At All Important Figure 6 A majority of CEOs say that sustainability is extremely or significantly important. What are the Biggest Barriers to Sustainability? 2.7% 13.7% Implementation costs 20.9% Not important to customers 10.0% Not important to the management board Poor ROI 13.6% 13.6% Lack of knowledge Lack of shared values 15.5% 10.0% Lack of resoruces Not important to suppliers Source: : Eye for Transport, 2015 Chief Supply Chain Officer Forum Figure 7 CEOs identify a variety of barriers to pursuing and implementing sustainability in their organisations. 10

11 The survey also asked which barriers caused these executives not to pursue sustainability more aggressively than they currently are (Figure 7). Implementation costs is the largest category here, followed by Lack of knowledge. An alternative that was missing in the questionnaire, but that we encounter on a daily basis, is a specific lack of understanding: understanding that sustainability is not some kind of a black box that is added onto managers jobs, making their lives more complicated by giving them extra things to do. In reality, sustainability is a way to gauge the operational excellence of supply chains; a way of innovating and finding new ways to reduce waste and costs. It is just a different perspective on what logistics managers are doing every day anyway: running their supply chains in the most efficient way possible. Consumer-facing brands are leading the way Eliminate 20 million metric tons of GHG emissions from Walmart's global supply chain by the end of 2015 Reduce 2 million metric tons of CO 2 across the multi-tier supply chain by 2020 Achieve a 30% reduction in supply chain carbon emissions by 2020 Reduce CO 2 25% by Environmental Profit &Loss Account found that 61% of impact comes from Scope 3 logistics, valued at 29 million Reduce CO 2 footprint 10% by 2015 (30% from owned operations) Reduce operational CO 2 emissions by 35% and make operations carbon neutral Figure 8 All leading global consumer brands have published ambitious sustainability targets. Figure 8 lists the sustainability ambitions and targets of a number of global brands that directly serve consumers. Marks & Spencer launched its Plan A, with the goal of becoming the first carbon-neutral retailer in the world, as early as HP was the first global IT company to set greenhouse gas emission reduction targets across the entire value chain. Walmart, Nike, Puma, Adidas and many other brands have publicly committed themselves to ambitious sustainability targets, always including reductions in carbon emissions from their supply chains. While these initiatives may have been spurred partly by concerns about their brand images (no one wants to be seen with sneakers that trigger associations with slavery or environmental pollution), these companies are very aware that pursuing sustainability comes with the nontrivial benefit of reducing costs. Carbon regulations and industry initiatives In conjunction with the aforementioned business drivers, carbon regulations and industry initiatives are driving the sustainability agenda from a different angle. Every mode of transport has its own way of addressing the issue. 11

12 Ocean The EU has set a target to reduce CO2 by 20% by This is supported by the Measurement, Reporting, Verification (MRV) regulation: beginning 1 January 2018, all ships over 5,000 GWT, regardless of flag, must report CO2 emissions on voyages to, from, and between EU ports. The International Maritime Organisation (IMO) has issued MARPOL Annex VI, enabling adoption of a global CO2 management scheme for shipping. The Clean Cargo Working Group (CCWG) is a joint industry initiative by carriers, shippers and 3PLs to quantify and reduce environmental impacts from global container shipping. Air The EU Emission Trading Scheme (ETS), targeting CO2 emissions from all flights in and out of EU airports, was strongly challenged by the international community and the aviation industry. Its implementation was delayed indefinitely. IATA is creating a body similar to the CCWG to improve the accuracy and transparency of airfreight CO2 emission factors. Trucking and rail The number of regional initiatives for trucking and rail reflects that these industries are not so much global but rather regional in nature. The SmartWay initiative, initiated by the US Environmental Protection Agency, is an annual reporting scheme that allows for a comparison between trucking carriers within North America. Green Freight Europe, by contrast, is led by the industry. After its debut in Europe it is now being expanded into Asia, Latin America and India, and will hopefully at some point cover all trucking operations worldwide. The quest for a reliable methodology In order to be able to reduce carbon emissions, all of the initiatives we mentioned rely heavily on the methodology they use for calculating those emissions. The basic calculation itself is very straightforward: Carbon emitted = Cargo weight * Distance travelled * Emission factor The emission factors are supplied by initiatives such as the CCWG. But there are many ways to determine the weight of cargo, and lack of information about the routes that are actually used can have a big impact on the outcome. Initiatives like the Smart Freight Centre are trying to bring together these different ways of calculating the impact of all operations in a complete supply chain, with the aim of providing a set of best practices that will enable shippers to perform these calculations. The European CEN Standard EN was also developed for this purpose. 12

13 06. IMPLEMENTING SUSTAINABILITY IN THE SUPPLY CHAIN: THE PROCESS With all this information available, and having set ambitious targets, how does a shipper actually integrate sustainability into the supply chain? When a company is ready to address the sustainability of its supply chain, it usually already has a strong sustainability programme in place. Based on the misconception mentioned earlier, the process is often expected to be more or less difficult, which is seen as a valid reason to postpone work on the supply chain to the later stages of a company-wide sustainability project. By the time one gets underway, it usually turns out to be much easier than was thought. When coaching clients on their sustainability journey, we find that it is helpful to distinguish three phases (see Figure 9). Phase 1 Data Collection Phase 2 Analysis Phase 3 CO 2 Calculations Operational data, including: Volumes Transport modes Carriers Business units/brands Data cleansing and integration Mapping of volumes and flows Network and operational modeling Customised CO2 reporting Identification of efficiency improvements Figure 9 From raw numbers to useful KPI s in three steps. Phase 1: Data collection Every project starts with decisions about scope. What part of the supply chain would be most relevant to investigate? What type of data is meaningful? Getting the necessary numbers together may appear quite simple. After all, you know how much you shipped from A to B, using what mode. But because shippers use many different service providers, it can still be a challenge to align all the information to make it useful. A large part of our work here is to help streamline data management, to make sure that all the necessary data is actually being reported in a usable format. Phase 2: Analysis Having the figures available allows us to create a model of your supply chain. Because small differences can have big impacts on the outcome, it is important to verify the model and ensure that the modelling and simulation are reflecting what is happening on the ground as accurately as possible. 13

14 Phase 3: CO2 calculations The available data can be aggregated and reported in many different ways, but this can easily result in information overkill. We usually recommend that clients select the top five variables that they can use to base decisions on, such as their mode split, the performance of different carriers, and differences between origins and destinations. The intention is to report in a way that enables an organisation to set KPIs based on what is found. More is not always better; we only want the kind of information that helps our clients identify efficiency improvements. 14

15 07. CLIENT EXAMPLES OF SUSTAINABILITY PROJECTS A few case studies will help to demonstrate how this type of analysis may lead to a variety of business decisions and large or small operational changes, resulting in lower carbon emissions as well as improved operational efficiency and lower costs. Marks & Spencer global SupplyChain CarbonDashboard Figure 10 is a very high-level overview from the SupplyChain CarbonDashboard that we implemented for Marks & Spencer as part of the logistics branch of their Plan A initiative. With this tool, M&S is able to see on a half-yearly basis what their carbon intensity was in relation to the volume of goods that were moved. This can be used as an evaluation of the results of different operational initiatives, such as reducing air freight volumes. Case Study: Marks & Spencer Global SupplyChain CarbonDashboard Volume (m3) C02 Kg/m ,000 Emission (CO2 Kg/m3) , , , , ,000 Volume (m3) - Q1/Q Q3/Q Q1/Q Q3/Q Q1/Q Q3/Q Q1/Q Q3/Q Q1/Q Carbon Intensity Shipments Emissions 37.4%* kg CO 2 /m % 3 % Reduced air freight volumes Increased origin consolidation New routes to market Overseas network development Figure 10 A high-level overview from Marks & Spencer s Global SupplyChain CarbonDashboard. A modal shift from air to sea-air After analysing the supply chain from a sustainability point of view, based on the available data, operational changes can be implemented. In practice, this will usually be done as a logistics project rather than a sustainability project but the results will be the same. Figure 11 illustrates a case study involving a modal shift between the origin in Peru and the destination in North America. Originally, the goods were to be shipped by sea, but because the vendor was missing their deadline this would not get the products to the stores in time. The only solution the customer saw was shifting to airfreight. Working with this customer we arrived at a twofold solution. The first part was a temporary re-routing to sea-air: the goods were flown to Panama and travelled by sea from there. [Or was it the other way around: sea to Panama, air to US??] This way they arrived in time, while still having had a journey that was largely by ocean. 15

16 Modal Shift: Air to Sea-Air Air Ocean Operational Impact: modal shift from 100% air to 50% air / 50% ocean Cost Impact: 50% savings potential identified Carbon impact: 69% reduction in CO 2 Figure 11 Shifting from air to sea-air results in significant savings, both in costs and carbon. For a more structural solution to the problem we worked with the vendor and the customer to implement a vendor management programme that helped the vendor to actually meet the agreed-upon delivery date. This allowed for the original plan, all-ocean from Peru to North America, to be followed from there on. It is interesting to see in this case how the carbon impact (a 69% reduction) exceeded the cost savings (50%), because of the very high energy intensity of airfreight. Introducing sustainability in your procurement processes Once you understand how your operations impact your carbon footprint and have implemented operational efficiencies based on that understanding, the next step can be to look at your procurement processes and supplier assessment from a sustainability point of view. Figure 12 shows an example for sea transport, a mode where one can make use of data collected by the Clean Cargo Working Group. 16

17 Procurement and Supplier Assessment CCWG Industry Average Supplier A Supplier B Supplier C CO 2 Emission Factor 51 CO 2 Emission Factor 50 CO 2 Emission Factor 48 CO 2 Emission Factor 53 Supplier A CCWG Trade Lane Performance CO 2 Emission Factor (g/teu -km) % change Asia North Europe % Asia North America EC (4.0%) Europe Latin America (1.5%) Figure 12 Based on CCWG data, shippers can compare the environmental performance of carriers and evaluate their improvement over time. The CCWG, one of the industry initiatives mentioned before, collects and aggregates carbon emission data from ocean carriers on a per-fleet and per-trade-lane basis. This means that a shipper can compare carriers, not only on their overall performance but also for a particular trade lane. The comparison can even be taken one step further by evaluating how a carrier is improving over time. All of this enables a shipper that wants to take their sustainability seriously to engage in a conversation with their suppliers, clarifying what they would need to do to help the shipper meet their goals. This will of course only work in a partnership, but it helps shippers to deepen their approach to sustainability and get the most out of their supplier network. 17

18 08. AN EYE ON THE FUTURE While the processes described here will keep most organisations busy for years to come, there is already much more going on in the field. A number of companies are exploring innovative approaches to taking sustainability to the next level. It is too early to say that all of these experiments will be the standard of the future, but they can definitely serve as sources of inspiration. Food waste into LNG The installation in Figure 13 is an anaerobic food waste digester that was developed for the US food retail chain Kroger and is situated at its Ralphs/Food4Less distribution centre in Compton, California. The system processes 150 tons of food waste from grocery stores in California and Nevada every day, generating biogas that helps power the DC s operations. Besides the yield in fuel, this system also eliminates about 800,000 km in truck transportation of the waste to external disposal sites. Figure 13 Kroger s anaerobic food waste digester processes 150 t/day of food waste. Wind power and access for barges The Nike Laakdal (Belgium) wind park (Figure 14) is comprised of six wind turbines with a rotor diameter of 77 m, mounted on steel lattice towers that stand metres tall, providing power to the Nike DC there. The distribution centre was purposefully located next to a canal, allowing cargo to be delivered on the doorstep by barge - the least energy-intensive transport mode. Figure 14 The Nike DC at Laakdal, Belgium, uses wind energy and is accessible by barge. 18

19 Aiming at doubling fleet efficiency The futuristic vehicle in Figure 15 is Walmart s Advanced Vehicle Experience concept truck, a prototype for testing several technological innovations. The trailer is propelled by microturbine hybrid electric engines and is constructed almost exclusively out of carbon fibre, saving about 1800 kg, which can then be used to carry more freight at the same level of fuel consumption. Walmart is aiming to double their fleet efficiency compared to 2005 by the end of Figure 15 Advanced Vehicle Experience concept truck, a prototype for innovations in transport y road. 19

20 09. DAMCO S EXPERIENCE IS AVAILABLE FOR YOU If this document makes you question if and how you can improve the sustainability of your logistics operations, you may want to call in our extensive experience. You will discover that the sustainability angle is not a constraining factor that will make your operations more complicated and more expensive, but that it can actually make your supply chain run smoother at lower costs, while at the same time contributing to a better and healthier planet. Over the past years Damco s supply chain and sustainability specialists have gained considerable knowledge with sustainability improvements in a wide range of supply chains under a broad variety of circumstances. If you are interested to explore what would be the next logical step for integrating sustainability into your particular supply chain we will be happy to make our expertise available to you. Please contact your local Damco representative or send an to anders.holbech@damco.com. You can find more information about sustainability and logistics on the Damco website: Click here 20

21 About the author Damco Global s Head of Sustainability, Anders Holbech a national economist by training has joined Damco in He has a back-ground within sustainability consulting from PwC and has worked his entire career with corporate sustainability. About Damco Damco, one of the world s leading third party logistics providers, specialises in delivering customised freight forwarding and supply chain solutions. The company has more than 300 offices in over 100 countries and employs 11,000+ people. Damco is part of the Maersk Group. More information about Damco can be found on All rights reserved. No part of this document may be reproduced or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without prior written permission of Damco International BV. 21