Nachhaltigkeit

The current discussion on sustainability lacks a firm foundation on a clear and unambiguous definition of this pivotal concept. This impedes a concentrated discussion among scientists as well as politicians and managers on a subject-matter concerning the future of mankind. It gives room for hollow commitments of companies claiming publicly to be „green“. The article therefore starts by proposing a clear and unambiguous definition which can fill this gap. Based on this preliminary work the author argues that logistics cannot become sustainable if it remains in a position where it only has to ensure the demands of other departments’ means (especially those of marketing) thus neglecting fundamental interdependencies. Logisticians often claim systems thinking as the dominant perspective of their work. Based on a practical example the author shows that systems thinking can only work as a door opener to sustainability if it is applied to the company as a whole.

The evidence of the ecological sustainability of logistics systems is increasingly expected by customers inside and outside the supply chain. Companies can affect their carbon footprint at different strategic levels: products, structures, processes and technologies. The potential use and evaluation of technologies and their contribution to improve ecological sustainability while taking into account economic conditions are the subject of this paper.

BLG Logistics experiments with the concept of “True Greenness“ to develop ecologically-oriented concepts beyond process optimization and CO2 Compensation.

Since the turn of the millennium companies are confronted with a tightly interwoven network consisting of changed framework conditions. Thus, for many companies it is necessary to form a network, together with a simultaneous securing of liquidity. Additionally, it is important to consider ecological values. The selection of adequate concepts in the supply chain management in combination with the right extent in logistic services poses a major challenge. However the dynamic assessment and selection of logistic concepts is quite possible. This article presents such an approach.

Complexity does not emerge from the drawing-board. Complexity evolves through the permanent attempt of an organization to emerge and distinguish itself from the competition. Complexity penetrates a company on many different levels. The battle to control and, if possible, reduce expensive complexity can not be won by just putting up concepts. What is the best concept good for if the corporate management can not realize it? In practice we observe many executives lacking in pragmatic, down to earth approaches. Most managers are not aware of that. Our experience taught us the following: Initiatives for complexity-reduction are successful when continuous, real-time and action-oriented management information-systems are in use during and after the transformation process. The relevant complexity indicators have to be transferred to management and staff. Both must work proactively to reach the goal of complexity reduction. Last but not least all assigned actions for complexity-reduction have ...

Corporate success depends increasingly on immaterial assets. These are hard to assess, evaluate and shape. Only a few companies manage them systematically. Intellectual Capital Reporting provides a framework and opens the way for sustainable management of intangible assets.