Committing sustainably to a responsible purchasing approach has undeniable advantages for companies. On the banks and investors side, it is a question of attesting to a solid CSR strategy and therefore of providing proof of the sustainability of the company. On the tender side, the responsible purchasing approach has become essential to score essential points. But it is also a long journey.
Here are its 5 steps:
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1. Sign the RFAR “supplier relations and responsible purchasing” charter
Around 2,400 signatory companies
10 commitments
2. Define an action plan in line with the company's vision and governance
- Establish a diagnosis of the company's current purchasing practices
- Identify obstacles and solutions
- Define your priority areas to progress
- Communicate: you must ensure that the strategic vision comes down to the ground!
For example:
- Organize seminars that bring together the entire purchasing function of the company
- Feed communication by relying on “success stories”, those of these sites or teams which successfully implement the company's purchasing policy
3. Establish a responsible financial relationship with suppliers
- Appoint an internal mediator and an SME correspondent
- Respect the legal payment deadlines of suppliers
- In times of crisis, pay your suppliers in advance
4. Structuring the purchasing function in the company
Recruit a purchasing manager to lead the process and guarantee its performance over time.
Train your employees in responsible purchasing, as a first step. Then, according to your needs, train them in eco-design, TCO (overall cost of a product or service), purchasing risk management, and more precisely in subcontracting management, where concentrate a large number of risks.
5. Obtain the RFAR label
“Going for the RFAR label” is an ambitious approach. But it is this labeling that allows us to avoid the greenwashing effect. Because only some 90 companies have won the famous label, both large groups as well as SMEs and public entities.
- Spend the necessary time on it.
For an SME of 250 to 300 people, allow approximately one year between signing the charter and obtaining the label.
The internal project manager, often the purchasing manager, will devote one day per week to this.
- If necessary, seek support from a specialized consulting company.
The label is valid for 3 years.
Label in hand, define your KPIs to measure the achievement of your objectives and continue to progress.
Show your progress during audits: initial audit, follow-up audit and renewal audit.
