引述 :『GRI近期開始新計畫：GRI供應鏈透明度之全球行動網。 這個新的行動網來自於之前的計畫「供應鏈的透明度」的成功。全球行動網的核心是讓跨國公司支持他們的供應商，讓他們能在整個供應鏈中，嵌入透明的永續性報告架構。』

引述 :『南中國及香港的成衣製造商正在發展成衣業的碳管理標準，以回應西方零售業者對於減少供應鏈碳足跡的要求。 目前製造商與環保團體WWF正在發展一個標籤體系，表彰一個單位如何有效減少溫室氣體排放。』

引述 :『高階主管該關切的競爭策略議題，不是「投資於綠色供應鏈是否划算？」；我相信，在不久的未來，人們會開始逐步意識到：在一個低碳經濟的時代，「全球性」的「綠色供應鏈」果然是「綠色」的嗎？ 』

引述 :『關於供應鏈中的CSR問題，在前一個十年中，焦點是放在社會層面，特別是在關於強制勞動、童工、工廠工作環境、超時與性騷擾等議題上。當供應商在這些議題上的表現持續改善的時候，人們對於供應鏈中的CSR問題，也開始把目光轉移到加強對於「綠色」議題的考量。特別值得注意的是，晚進有一些新的倡議與服務，試圖透過合作與串連來創造效率，俾使對供應鏈永續性管理的有效性，可以提升到一個新的水準。』

引述 :『聯電 (2303) 22日舉辦2008供應鏈管理會議，共有近300位來自全球半導體業界之設備、原物料、廠務、零配件、封裝測試等供應商共同參與。會議主題為「破除成本障礙，永續經營長期夥伴關係，及落實企業社會責任」，會中除闡述聯電未來的採購策略以及與供應商的合作期望之外，同時與供應商代表共同簽署企業社會責任宣言，並且進行供應商卓越貢獻獎的頒發。』

引述 :『耐吉首度發表針對單一國家的企業社會責任報告，是因今年中國大陸將舉行奧運會，大大吸引外界注意，大陸又是耐吉最大單一採購國，大約每三雙耐吉運動鞋就有一雙在大陸製造。 中國大陸無疑對耐吉非常重要，當地共有180多家代工廠為耐吉生產各類產品，從球鞋、運動服到各種運動配件都有，員工總數高達21萬人左右。』

引述 :『Starbucks, IBM, Nike, Levi Straus & Co, C-TPAT, PRCEE will join senior level speakers from Rainforest Alliance, Philips and Nestlé and many more at the Ethical Sourcing Forum 2008, on the 13th-14th of March in New York City.』

引述 :『華碩正式成為EICC會員 7/1/2007 12:00:00 AM 本於追求企業永續發展之經營理念並企業社會責任相關議題日益受到重視，華碩除從內部落實與推動相關活動外，亦於2007年7月正式加入國際組織「電子行業行為準則」（Electronic Industry Code of Conduct, EICC），與HP、Dell、IBM、Microsoft、Sony等多家國際大廠並列為會員，建立溝通管道，分享企業社會責任經驗，共同為公司與電子產業之永續發展而努力。』

引述 :『儘管「潔淨服裝運動」已稍顯成效，但成衣產業界工資過低、工時過長、無工會組織等有關勞工基本權益之核心問題依然存在。據德國「潔淨服裝運動」組織觀察，只要知名企業要求供應商降低產品價格、縮短交貨時間之策略不改，生產地工資過低與工時過長等問題便無法解決。再者，名不經傳之成衣品牌對形象之敏感度低，才真正是問題根源所在。總之，「潔淨服裝運動」任務未了，尚待繼續努力。』

引述 :『recently participated in a Net Impact "Issues in depth" call with several Net Impact members. The subject was "Challenges to Creating Sustainable Supply Chains." You can hear my thoughts on this topic by downloading the entire one hour session from the Net Impact website. A couple of the biggest challenges I discussed with Net Impact members are maintaining a positive and proactive approach and connecting to the evolving consumer.』

引述 :『the key findings are: * Sustainable Procurement is reported as the 3rd most critical priority of European Procurement Executives. * Compared to 2005, CPO’s have a much clearer vision of Sustainable Procurement and associated implementation challenges, benefits and possible solutions. * Implementation remains a challenge: 91% of CPO’s are reporting failing achieving their Sustainable Procurement objectives for 2007. * The roadblocks to implementation are mostly technical: lack of tools and lack of clear performance indicators are the key issues, far above organizational issues such as “lack of internal expertise” or “lack of top management support”. * KPI’s are not appropriate: current indicators measure the process (“inputs”) rather than performance (“outputs”). Companies urgently need results-oriented indicators that track supplier Sustainable Development performance and Sustainable Procurement effectiveness. Aside from the risk monitoring issue, another challenge is to be able to measure the value creation that Sustainable Procurement initiatives deliver to the organizations. * A clear performance gap is appearing between “CSR leaders” and other companies: Sustainable Procurement can be valuable and can bring a competitive advantage.』

引述 :『Like most global corporations Huawei ostensibly subscribes to “good citizenship” corporate social responsibility standards and the United Nations Global Compact, which according to Huawei’s website, expects “ [m]ember companies...to observe, promote and execute certain principles in the areas of human rights, labor, and the environment.” American and European corporations doing business in China generally do not directly own production facilities. Instead, they operate a spider web of alliances, joint ventures, suppliers and middle men. Risk and blame are shifted: these companies don’t have to assume the risk of paying for their own factories and if the goods they sell are produced under sweatshop conditions, or products are unsafe, they can avoid blame because they don’t actually own the shops that produced the goods. But the truth is that while they may not directly own these suppliers, they control them through their overwhelming buying power.』

引述 :『"Carbon footprint is absolutely new territory," said W. Drew Schramm, a senior vice president at Herman Miller and a member of the committee on social responsibility at the Institute for Supply Management. "We're not sure how we'll measure it, we're not sure how we'll deal with it, but we've told our suppliers, 'Get ready, because we're going to ask you a lot of questions.' "』

引述 :『This blog stems from the work that Leontien Plugge and I are doing in the context of the Global Reporting Initiative’s work in the joint GRI/GTZ Transparency in the Supply Chain project. In short, this project is looking to help small and medium enterprises that are part of the global supply chains of several large European multinationals to report. By going through a reporting process, with the support of the the value chain leaders (the European MNEs) knowledge and understanding about supply chain sustainability challenges of both buyers and suppliers can be exchanged, generating better information for decision making of the parties involved with a view to improve the sustainability of the supply chain.』

引述 :『《美國之音》引述美國通訊工人工會經濟學家戴雷的話說，他們把所有在中國大陸設廠的美國公司，都視為踐踏勞工標準的嫌疑人，因為中國的勞工標準比美國低得太多。他還說，市場上有一種「中國價格」的說法，此種產品價格越壓越低的現象，除源自大陸低薪工人，包括美國一些大型連鎖店和名牌企業，如沃爾瑪、家得寶、LOWES等，也都對中國的加工廠施加價格壓力。 戴雷認為，在市場激烈競爭下確實存在價格壓力，但「誰都不應該以價格壓力為由，踐踏勞工標準，美國公司也沒有理由默許中國工人受到虐待。」 布拉茲娃娃是由洛杉磯ＭＧＡ家庭和兒童娛樂公司於二○○一年在美國推出。該公司稱，他們不了解外界報導的血汗工廠所指為何。經銷布拉茲娃娃的沃爾瑪連鎖店則表示已展開調查，以確保外包商品是在合乎職業道德標準的情況下製造。問題是，外商派人調查是否能拆穿廠方做假，幾年來一直為各界所質疑。』

引述 :『沃爾瑪以喬治亞州兒童內衣製造商Dana Undies公司為例。這家有165名員工的小公司採用沃爾瑪工程師建議的節能措施後，電費帳單幾乎減少一半。 沃爾瑪的初期規劃是從七大類產品中，各挑選四到五家供應商，共同建立排放量通報系統。沃爾瑪希望把該系統擴大應用於六萬多家供應商。』

引述 :『Britain's largest retailer confirmed that the affected factories were owned by one of its suppliers, although the locations where the demonstrations took place were not involved in providing products to Tesco. It said, however, that it would look into what led to the demonstrations at the factories owned by the Nassa Group of garment manufacturers. "We have recently audited all of our suppliers' sites in Bangladesh and do not believe the workers' grievances are related to these locations," a spokesman said last night. "However as a responsible organisation we will of course discuss the issue with Nassa to make sure we understand whether this is a group-wide issue or if the workers were protesting about specific issues."』

引述 :『Mattel had last month announced a strengthening of its testing into a new three-point check system. The company completed the testing of the majority of its toys, including all those sourced from outside vendors, according to the statement. "The reality is, many businesses must extend operations to lower-cost, developing areas like China in order to remain competitive and deliver on their responsibility to their shareholders," said Christopher Park, a principal with Deloitte Consulting LLP and the leader of the U.S. firm's Enterprise Sustainability practice. "But businesses have a responsibility to their customers, too. In the evolving global economy, companies like Mattel are taking the lead in improving the security and visibility of their cross-border supply chains, while addressing those issues that do arise in a prompt and thoughtful manner." Mattel and the U.S. Consumer Product Safety Commission offered images of the recalled toys on their websites. Mattel also has b-roll of the affected toys and a video statement from Eckert.』

引述 :『Unified standards: Currently some factories are audited for a dozen of different codes of conduct and monitoring systems. A uniform slate of international standards and actual practices needs to be developed, starting with the national laws and the ILO’s 20-plus OHS conventions, protocols and recommendations. Over time, at a minimum, the standards would include the most health-protective mix available of national laws, international guidelines, corporate codes, technical consensus standards and actual best practices. Integration of CSR principles into sourcing decisions: Until the transnationals’ sourcing departments are not working at cross-purposes with their own CSR departments, little progress will be registered. The latest cutting edge management theories center on integrating CSR goals and requirements into the companies’ sourcing criteria and purchasing policies. Sufficient allocation of resources: Both the transnational brands and contract factory owners must “put their money where their mouths are” in terms of long-term allocation of the financial, human and technical resources needed to implement and maintain effective OHS programs. Meaningful worker participation: Workers must be integrated into plant-level OHS activities, including inspections, accident investigations and peer-training of co-workers. These worker OHS committee members must receive sufficient training and time off from production duties so that they have the knowledge, skills, confidence and opportunity to meaningfully participate in factory safety programs.』

引述 :『Over 21 percent of publicly traded companies that outsource functions have added “green policies and performance” demands to their vendor contractual arrangements in 2007, and over 94 percent plan on adding clauses or including “green” in their renegotiations processes, according to a recent study by Brown-Wilson Group, authors of The Black Book of Outsourcing. In private companies, 36 percent of executives are currently considering greener outsourcing service agreements in 2008.』

引述 :『玩具製造業因質量問題而引發的一幕慘劇令人驚詫。據報道，8月初，美國美泰公司下屬的費雪公司宣佈在全球範圍內召回約96.7萬件由中國佛山市利達玩具有限公司生產的兒童玩具。根據媒體的統計，利達玩具公司從召回到賠償損失，大約要負擔3000多萬美元。近日，由於不堪由此導致的鉅額損失，利達玩具公司的老闆自殺身亡。』

引述 :『“At Wal-Mart, we have achieved our growth in part through supply chain excellence – delivering the merchandise our customers need and want. In doing so, we draw upon a global network of suppliers and factories. When we buy merchandise, we realize that our orders touch factory workers and their communities around the world. As we reflect on the impact of our sourcing, we recognize that success goes beyond financial results alone. For that reason, we continue to invest in a robust Ethical Standards Program.” Lee Scott, President and CEO of Wal-Mart Stores, Inc., 2006 Ethical Sourcing Report』