With “Sustainable Supply Chain,” Carbone 4 Academy and MGCM are examining value chains through the lens of the climate emergency

To mark the launch of the new training course “ Sustainable Supply Chain – Value Chains in the Face of the Climate Crisis "— a joint initiative by Carbone 4 Academy and MGCM Academy – Nicolas Meunier, head of the Transportation division at Carbone 4, and Éric Reinhard, an expert trainer in supply chain management at MGCM Academy—a training organization specializing in supply chain functions—unveil this three-day collaborative program designed specifically for industry decision-makers.

You will both be co-facilitating this new training program focused on the transformation of value chains in the face of the climate emergency, with Nicolas focusing more specifically on climate issues and Éric on supply chain aspects. The complementary nature of your expertise is quite evident, since the supply chain lies at the intersection of decarbonization and corporate competitiveness.

Éric Reinhard – Indeed, given that the supply chain—which encompasses all flows related to procurement, manufacturing, warehousing, and transportation— from suppliers’ suppliers upstream to customers’ customers downstream, contributes significantly to greenhouse gas (GHG) emissions and is in a prime position to seize the opportunities arising from decarbonization. But to succeed, this challenge must be tackled collectively, with all stakeholders—the company itself, its customers, suppliers, and partners… A systemic and collaborative approach lies at the heart of the training program, as it will bring together professionals from different fields who will need to collaborate more closely in the context of the climate emergency. The partnership between MGCM Academy and Carbone 4 further illustrates the idea that, to rise to the challenge of this emergency, we must create new synergies.

Nicolas Meunier – This approach to addressing the climate emergency through the lens of risks and opportunities is like two sides of the same coin. Indeed, we are facing a world that is changing, with growing risks, and therefore our methods of production and logistics will inevitably have to change. In this context, a thorough understanding of risks—with a view to better anticipation—is a prerequisite for innovation if we are to develop new, more resilient, and therefore more competitive supply chain models. Let us remember, however, that the climate emergency is not simply a matter of competitiveness for businesses—it is, above all, a matter of survival!

Is this concept of innovation—along with the idea of drawing inspiration from pioneering companies that have successfully made the transition—at the heart of the training program?

NM – Absolutely, there are examples of companies that are starting to take action and that, by adopting ambitious transformation plans with various decarbonization strategies, are contributing to the growth of new industries. Some are even undergoing quite radical transformations, such as Ørsted—the Danish equivalent of TOTAL—which, in 15 years, has shifted from an energy mix consisting of 85% fossil fuels to 85% renewable energy, with a target of 99% renewable energy by 2025. This large-scale transformation was made possible by Denmark’s support, proving that with the right ecosystem, it is possible.

With this in mind, we don’t want to make false promises by saying “it’s all up to you,” since we’ll see that there’s no magic formula. The transformation we’re aiming for depends on an ecosystem that is certainly evolving, but that is what it is. In any case, everyone has the tools to make a difference, and if the environment becomes increasingly favorable, we’ll see that we can truly go very far.

ER – We also realize just how much a company can proactively choose to go all out in its pursuit of innovation and progress—or, on the contrary, to settle for bringing up the rear, to use a metaphor employed by Jean-Marc Jancovici. Yet in a world facing a climate emergency, the challenge isn’t simply to “meet the standards” but to take the lead! This means breaking free from the tyranny of the short term—the so-called “tragedy of horizons” at the political level that we also see in the corporate world.

Relying on risk management to then develop new growth opportunities is a true strategic and tactical choice, particularly in the energy sector—which serves as an example of how this approach can be applied to many other sectors.

How do you plan to address the regulatory landscape, particularly the CSRD?

NM – The first step is to fully understand the environment in which we operate, the climate challenges we face, and their concrete impacts on value chains—aspects that are often poorly understood and that are the focus of the first day of training. We will, of course, examine the various existing regulations and proposed regulations currently under consideration, but with the goal of fully understanding the regulatory trajectory we are on. In this case, the evolution of real risks will inevitably lead to stricter standards, with regulations serving somewhat as a “safety net,” since policymakers generally enact laws only once they are confident that the economy as a whole is capable of making the transition.

The challenge, then, is to stay ahead of the curve in a changing world—regardless of regulations!

We’ll be discussing physical and transition risks, and we also hear a lot about financial and geopolitical risks associated with climate change… I suppose all of these are interconnected?

NM – Indeed, all these risks are intertwined and, above all, highly complementary. Today we’re seeing supply chain disruptions due to geopolitical factors—think of the Suez Canal, for example—and yesterday due to health-related issues… We tend to look at each risk separately, but in the future we’ll see all these risks piling up. Thus, a geopolitical crisis occurring against the backdrop of a worsening climate crisis will result in a multiplier effect on the impacts.

After Day 1, which was devoted to a refresher on climate issues, Day 2 will focus more specifically on the implications for the supply chain...

ER – The goal of Day 2 will be to analyze the implications of the climate emergency in terms of the challenges it poses for the supply chain, and to equip participants so that they have the skills and confidence to launch a transformation plan—or at the very least, to actively participate in one. On this point, I would like to emphasize the human dimension surrounding soft skills, which will be at the heart of the training, since we will have participants who aspire to become leaders in this area and who will need to be able to exert real influence on various stakeholders, both internally and externally.

To achieve this, we will work together in an exploratory manner to develop the ability to persuade by contextualizing the various key roles within the company and its processes—I am thinking in particular of the Sales & Operations Planning (S&OP) process (S&OP), which will help us visualize the added value that a supply chain can generate in collaboration with its internal partners—notably sales and marketing regarding forecasting, but also finance regarding budgetary issues—in order to develop action and transition plans.

Above all, I want to emphasize this point: we are dealing with a collective challenge, and that is where the chosen training format—in-person and in small groups, bringing together different sectors and professions—truly demonstrates its added value.

NM – In fact, more than 60% of the program will be dedicated to hands-on practice, with a component focused on implementation within each company. Through this training, we aim for maximum impact, which necessarily involves building participants’ skills so they can apply what they’ve learned on their own. We truly want to empower people and make a lasting impact—that’s what guides us at Carbone 4.

Will the training help participants—particularly those who interact with the supply chain but are not specialists in the field—to better understand the strategic role of the “end-to-end” supply chain?

ER – This acculturation will, of course, be a key component of the training program, which is designed to be accessible to all management levels within industrial companies; and, in fact, we’ll be happy to discuss the value chain, since the “end-to-end” supply chain, as we’ve seen, encompasses a vast array of flows that necessarily involve various functions within the company, far beyond the strict scope of supply.”

We will also see that once the supply chain is identified as a fundamental lever for risk management and decarbonization, S&OP—which is a key process in the supply chain but extends far beyond it—naturally emerges as a sort of village square where all stakeholders gather. As we’ll see, this often involves a remarkable degree of agility in their interactions.

Among the milestones that marked the creation of this unique program was a memorable day featuring a panel of participants from various roles and industries, primarily in Operations, Sustainability, and Consulting. What were the key takeaways for you?

NM – It was clear that climate change is definitely a topic that resonates with people—including on a personal level—which led to a high level of interaction among the participants throughout the day. What perhaps struck me the most is that, beyond the very high expectations surrounding this topic, there is now no doubt whatsoever about the value of this kind of training.

We were also able to see the value of bringing the right people to the table, in line with the S&OP process that Éric mentioned. Climate change is a systemic issue that requires us to rethink the entire supply chain as a whole. It seems pretty obvious, yet it’s still not being done very often!

ER – For my part, I take away the urgency of engaging and involving people—starting with decision-makers! With this in mind, we can’t focus solely on the medium- and long-term… We must incorporate the short term—even the immediate—in light of this sense of urgency. To quote one of the participants at the event, we need to be able to “light the fuse!” This idea strikes me as absolutely fundamental.

This ability to stay grounded in reality and focus on the short term is also crucial for taking action in the medium and long term. The short term should not be an obstacle; on the contrary, it should be a door we open to look ahead to what comes next. We must keep this in mind so that we can immediately demonstrate successes to decision-makers—even if they are small at first.

Not all participants will have the same level of understanding of these issues. How did you take that into account?

NM – We’re used to addressing audiences whose levels of understanding on these issues vary widely, and that’s actually one of the appealing aspects of this kind of experience. That said, I think people who are willing to sign up for a three-day training course on climate issues are already fairly advanced—at least on a personal level—when it comes to these topics. We’re sort of at the front of the pack—or at least we aspire to be there!

Day 3 will focus specifically on practical case studies and drafting a transformation plan, with the goal of making the approach as concrete and actionable as possible for participants. Could you tell us a little more about that?

NM – Here, we’ll focus on participants within their own companies, concentrating on specific climate-related risks. We do not claim to be exhaustive, but this will help participants visualize the situation within their own companies. Next, we will work on a roadmap developed throughout the program to take initial stock, identify and analyze potential adaptation capacities, and subsequently draft a concrete transformation plan.

The next step will be to determine how to convince our internal stakeholders of the importance of this issue, where to start in practical terms, what timeline to follow, while anticipating risks and regulatory changes and identifying opportunities for growth. We’ll put all of this together with the participants.

It’s clear that companies have a strong interest in having their employees participate in this type of training. Will participants gain skills that they can put to good use later on?

ER – Participants will indeed acquire key skills over the course of these three days, particularly through a unique case study that will set the context and draw on the best tools and frameworks to launch a transformation plan, culminating in a group discussion on Day 3.

Valuable lessons that can be put to good use within the company—and, of course, beyond!

Interview by Ghislain Journé, Director of Marketing and Communications at MGCM Academy.

To learn more about the "Sustainable Supply Chain" course, Click here. To find out the dates of upcoming sessions and register, visit MGCM Academy.