LET US GREEN YOUR SUPPLY CHAIN

Leading the ‘green logistics’ evolution

IMPERIAL Logistics is a pioneer of practical, new ‘green logistics’ approaches and technologies and drive various initiatives such as:

• Using an advanced oil management system that extends oil changes to six months, resulting in 83% less oil going off site. We use bio-degradable fuels and environmentally friendly vehicle cleaning products; leverage compliance with Road Freight regulations to use rail instead of road for rail centric products and pursue product and water recycling where practically feasible.

• Together with Cardiff University (UK) and the CSIR, we undertook a study (2009) whereby extra distances travelled as a result of uncertainties in the supply chain were calculated, in order to highlight performance gaps. The initiative resulted in the piloting of a case study to address unnecessary fuel consumption, in partnership with Woolworths, however the ultimate result was the unlocking of significant green (CO₂ reduction), as well as gold (cost savings) benefits through the reduction of ‘extra kilometre’ uncertainties. The extra distance methodology has subsequently been rolled out across the broader Group.

• In partnership with Mercedes-Benz South Africa we recently announced the introduction of the first Euro V vehicles in the country. Our fleet preference is for vehicles that generate fuel savings and reduce carbon emissions, such as Daimler Chrysler’s “Energy for the Future” initiative products. In addition, the Group has invested in zero emission technology such as the ecoFridge, which is simultaneously 30% less expensive to operate.

A comprehensive document outlining our approach and initiatives can be viewed here.

In building efficient Green Supply Chains, IMPERIAL Logistics advocates the following steps:

Become educated – identifying reliable sources of information and learning to apply Green metrics such as carbon footprint. Learning to use Green metrics will help identify which process improvements truly deliver on goals.

Measure environmental impact of companies supply chain – armed with education, companies can then define their own metrics for future measurement and action. It is also beneficial for companies to share these results, no matter what they are. Green projects and initiatives should also be measured against a baseline.

Embark on business case supported initiatives – ensuring that required ROI, cost vs. savings and other intangibles (e.g. impact on corporate image) are defined. An example of such a calculation includes: Carbon ROI = amount of carbon emission reduction per rand spent.

In terms of progress made by IMPERIAL thus far, it finds itself at varying levels of maturity within the steps mentioned.

Link to a recent article for an interesting read about our ‘green logistics’ perspectives and the tangible results that we are delivering on this front.