The CSR in broad terms, is about corporate behavior, governance and transparency in key social, environmental and business areas. In my organization the CSR are positioned primarily for procurement and supply management professionals, but it applies equally to everyone who has a responsibility or involvement for managing the supply of goods or services from an external source.
 The supply management and procurement professional has a responsibility to have a thorough understanding of CSR issues to what is being purchased, to promote CSR awareness across all stakeholders, and to take action to reduce supply chain CSR impacts to the maximum extent whenever possible, there are several steps, as for examples:
 Establish priorities based on the potential CSR impact of the products and services, rather than based on cost-driven. Adopt a ‘Code of Ethical Behavior’ and adapt this across the procurement function. Improve CSR awareness and performance by establishing a min set of standards they expect to see adopted by suppliers. Promote the "Easy to do Business" within the policies and SOPs. Adopt more due diligent external monitoring, so that CSR issues, corporate governance, and compliance issues are considered before suppliers are selected and then monitored, thereafter.

Boosting the Green into Supply Chain is a growing demand to provide environmentally friendly products and services, in respond to the growing public concerns for the environment over the past 2 decades.

Currently UNDP is working to incorporate sustainability, social costs of carbon emission, renewable energy, and South-South Cooperation as primarily criteria in the key purchasing decisions. Whereas topics of Climate Change, technical standards, and cost efficiency are nowadays critical metrics addressed for review in the exchange between stakeholders at the planning stage and beyond in the South-South Cooperation. For instance in my unit of basic services infrastructure some guidelines already incorporated to the proposal preparations such as Climate Screening and “climate sensitive design”

I believe, by time, through the direction of its procurement strategy, my organization will make a significant invest in the renewable energy solutions and energy-efficient technologies. As for examples provision of solar cooking stoves and lanterns.  

Solar appliances have been purchased and immediately deployed in crisis situations where solar power would have advantages over traditional appliances. Solar lanterns were also purchased and deployed at emergency camps and shelters occupied by the displaced populations in the countries affected by war crisis in Middle East. 
 
Moreover, in Ebola-affected countries, my organization offices were able to switch over to solar power,
to relief the load on the national power grid and ensure it would mainly serve public services facilities  such as hospitals and clinics.

The bullwhip effect is caused by forecasting the demand in market incorrectly. It might be a very small variations (increases in demand) that get significantly escalated as they pass through the supply chain to the point where it breaks down. Most of the time some retailors end up flooded in inventory, others will experience long lasting stockouts and the end customer gets unsatisfied that they are not getting what they ordered. In these situations, time can be used as the buffer and, depending on the required service strategy and planning, the technique chosen might be order products up and down the supply chain in smaller tranches (increases) thus reducing the time between orders and allowing for timely information to be available.

In my view, the bullwhip effect can be mitigated by reduced lead times, re-visit the reordering processing, limitations of price fluctuations, and shared knowledge with suppliers and customers ( work with upstream and downstream in the supply chain) to better predict the size of the demand. 

Other steps for successful application might be considered through improving the communication and information flow through the supply chain, in addition to improve the data forecasting. For Ex. determining product demand from actual data entered the point of sale (POS) computer systems and electronic data interchange (EDI) systems will more likely improve sales forecast accuracy.

The supply chain mapping has created a vision for my organization on the dynamics that govern how the supply chain works today and its also used to provide a road map moving forward.

Effective mapping would take into consideration all steps of Supply Chain Management (SCM) when defining procurement strategies and planning including analyzing strengths, opportunities, weaknesses, and potential threats (SOWT analysis).  Mapping the Supply Chain is an important function to ensure that the organization meets its identified goals and to mitigate existing risks, and the complexity and length of the supply chain will vary from project to project.

Keeping in view the more expansive supply chains become, the more opportunities there are for these intricate and time-sensitive networks to become disrupted in some way. So, it’s important that organizations look beyond tier-one suppliers to see the full image of the risk analysis and ways for mitigation, as having multiple suppliers can help improve the continuity of the products or services, preventing costly downtime and reputation damage.

In my organization the Procurement is a core element of the supply chain, it is nevertheless a support function and critical to achieve program/project delivery. Therefore all procurement activities are framed in the context of the programs and projects.Eventually, the Supply chain map serve as a bridge to cover the gap between program/project unit and operations.

This is also critical to program delivery and organizational overall goal. Benefits of this approach include, efficient and low cost of business relationship, better allocation of existing resources, new partnerships, continuity of the supply service despite the disruption, avoid unnecessary and unjustifiable bottlenecks, timely procurement and sufficient time to fully explore alternative approaches and the win of new business.

Haiz 

Thank you again @Nzewi for your follow up response. I think we agree that the process mapping tracks and analyzes the steps of work activities and the people who are involved in carrying out each step, at the same time the process mapping as you mentioned looks at the sequence of steps and adjust by eliminating those are not needed or repetitive steps for better efficiency, in contrary the Supply chain mapping is cross-functional and inter-organizational system.
 
Where I come from, there is no specific recipe for success when compiling policies and processes but simply there are proven guidelines and special measures, that are followed by the functional units (teams/ departments) who are keeping the strong ties with the process steps to smoothly adapt with the fluid situation and ever-changing environment.  
 
Further to what you have quoted, my first para is modified in consistent to the rest content, also the term "buyer" refered by in the structure mapping of my organization stands for tier-1 customer, while the requesting unit that manages the supply activities and ensure the quality would be tier-2 customer, then the end-user client would be the tier-3 customer who also requested the goods and services from tier-2 customer at the first place, finally the services and goods distributed to the final recipient consumers/ beneficiaries of the acquired goods and service whom would be the tier-4 customer.

Hope this would sound more sense to you, 

Cheers!