The societal quality index, a key asset for transport purchasing managers

Implementing a responsible purchasing strategy is a natural part of every company's ethical approach, but also of the consolidation of its business model. Transport purchasing managers therefore have the responsibility of reconciling the three well-known imperatives-cost, delivery time and quality-with their company'seco-responsible approach. How can they do this?

CSR choices are always profitable for transport!

According to the "Tendances et priorité des départements achats 2018" study conducted by AgileBuyer and CNA, 68% of respondents working in the transport sector say they personally have purchasing objectives related to sustainable development and CSR (dixit Dé

Indeed, for them, responsible purchasing is a significant source of improvement in logistics performance: new materials, equipment, training and alternative energies are all aimed at reducing non-quality. Unfortunately, the efforts made by transporters to reduce emissions (NOx, SOx, PM, GHGs, etc.) are poorly valued, because they are poorly measured. As a result, the various stakeholders, and in particular the principals, are not aware of the reality and the differences in the nuisances generated by the different carriers, which are nonetheless very significant.

It is therefore essential to better evaluate and choose your transport service providers to reduce non-quality:

TK'Blue Agency was created in 2012 to offer Transport purchasing managers:

  • The inclusion in calls for tender of a quality index assessing the reality of the resources made available by the carriers (vehicles, equipment, energy, organization, driver training).
  • Evaluating energy and environmental performance with accurate GHG/CO2 information
  • Identification of levers for progress, target objectives and a collaborative exchange with transport service providers to establish a detailed action plan with each of them and shared objectives and indicators for reducing nuisance.
  • Promoting the eco-responsible efforts of all players in the transport chain, both contractors and carriers.

In this way, the logistics, transport and purchasing departments improve the economic performance of their transport chain, while clearly demonstrating their commitment to and alignment with the company's major objectives, such as the energy transition, the reduction of nuisance to consumer-customers, and the promotion of virtuous modes of transport.