Strenghthen my CSR policy

#26 Commit to an environmental program

You would like to integrate transport in your GHG reduction strategy by joining a dedicated program. Bring your transport and CSR teams together but also the R&D, purchases and production departments in order to work towards ambitious and realistic plans. These actions should be set around four fundamental levers : better fill rate, lower traveled distance, greener means of transport and more sustainable purchases.

#21 Build my CSR plan

Transport weighs heavily on a business carbon footprint. The stakes are high: climate change, increasing expectations from public opinion and customers, attentive and careful investors upon CSR policies and talent acquisition. You need to clearly set your goals with your teams and establish a realistic course of actions which results you’ll be able to measure thanks to a reporting on CSR goals.

#22 Explore some alternative transport means

Your customers are more and more attentive to their environmental footprint. Electric or natural gas trucks, railroads, combined or intermodal transport are many of the alternative solutions that are particularly competitive in certain cases. You need to review your flows and find those that will allow you to make your logistics greener without deteriorating your service quality and your costs.

#23 Measure the CSR impact of my optimisations

An efficient transport often rimes with a sustainable one. By measuring your transport carbon footprint, you’ll often notice that your optimisation will make it more ecofriendly. Having these data will allow you to increase the value of your actions and better communicate with the public and your investors.

#24 Knowing my environmental obligations

It can be difficult for businesses to keep track with all the environmental regulations. Indeed, the European and national regulations differ on both concrete obligations, calendar and applicable penalties. What are, then, my current CSR obligations?

#25 Make my sourcing and purchases sustainable

Choosing a supplier is mainly a production cost driven decision. Yet, in a globalized context, transport operations weigh on the TCO. Plus, compliance obligations are numerous. Favor the collaboration between the purchases and transport departments. Rationalize your sourcing and make it more sustainable. Reduce your procurement time and the distances covered by your goods and reduce your GHG emissions.

#9 Manage urban logistic constraints

The exponential e-commerce growth along with the LEZ (Low Emission Zones) systematization make the last kilometer delivery both complex and costly. You have to anticipate regulatory changes and set an efficient organization in order to honor your promises to your customers, lower your costs and limit your environmental impact.

#16 Pool my transport

Pooling allows human resources, material (vehicles, logistic sites..) and non-material (data, software) assets to be shared amongst shippers. It’s an extraordinary efficiency source for the business. Maximize the use of resources in order to satisfy your customers while lowering your transport costs and your carbon footprint.


They trust us

After several years of strong growth, our logistics organization and sales administration were no longer fully adapted to our customers' expectations. We therefore conducted a complete review of the Order-to-Cash process. This allowed us to identify the target organisation, which helped us to motivate our teams and become more agile.

Brigitte Petit - CEO - Beko France

We have launched a call for tenders regarding our mass retailing flows, with two objectives in mind. First, we wanted to strengthen our customer service through a specific transport plan to respond more efficiently to their needs. Secondly, we wanted to change our pricing model in order to improve our transport offer for our customers. It was a success, both in terms of monitoring and commercial offer.

Ivan Richard - Transport Manager - L'Oréal France

We have been pooling our transport with three industrial counterparts for several years. This has saved us money and even improved our quality of service. But, above all, pooling has transformed relations with our distributor customers. Alone, we were each a simple supplier. Now they see us as true supply chain partners.

Jérôme Thivend - Head of Supply Chain Retail & Professional - Henkel Beauty Care France

To anticipate the evolution of our budgets as well as possible, we must understand the dynamics of the transport markets of the European countries where we are active. To do this, we have been using transport conjuncture notes every year since 2011. It also allows us to remain attentive to regulatory developments and new innovations.

Jérôme Saillour - Transport Leader - Décathlon

Following a full diagnosis, we have largely rethought our transport organisation. In particular, the review of processes has enabled us to make better use of our tools and to better leverage the know-how of our employees. As a result, operations have become much more fluid.

Alexandre Cavallini - Transport Director - Alliance Healthcare France

To secure our contracts and strengthen our growth, we conducted a complete transport diagnosis on the activity of one of our warehouses in the Paris region. A rigorous inventory has provided us with valuable lessons on our performance, which has enabled us to set up a new transport plan. Finally, the study has greatly enriched our reflection on the digitisation of our transport processes.

Laurent Le Goff - CEO - DHL Supply Chain France

We have recently launched a Group-wide cost reduction initiative. Overall, we have achieved good results, except in the Southwestern part of France. We have therefore sought external support to find savings in the redesign of the regional transport plan. The project identified many potential levers that would significantly reduce our transportation costs.

Mélina Rollin - Head of Logistics - DSC, groupe Saint-Gobin

Other challenges

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