thank you,  i agree on an high level aspect, based on your examples.  complimenting each other, by working together, passing around good and bad.  Ripple effects/ bullwhipping ect....  However, by saving the world, we need to ensure that in fact we are considering the entire world.  Many under-developed countries are greatly affected by 1st world countries economic and business decisions, and typically not in a positive way.  Although we bring jobs/opportunity for people, are we doing it with their best interest in mind, the environments, or ours?  What are we leaving behind for their next generation?  

Do you have a corporate social responsibility statement? Is it understood and implemented?   

My organization does not have a "specified" social responsibility statement, however, they tie in their commitment to such within their "Mission, Vision, & Value Statement" (as per below).
It is very much understood, implemented, and monitored.  This is all tied in to individual employee's performance reviews.  As well as it is demonstrated through the various corporate programs designed to focus on community, education, and investments.

________________________________________________________________________________________________
Our Mission:To connect more customers to more places through our expanding global network.

Our Vision: To be the most respected agricultural company in the world by creating growth and opportunity through a spirit of innovation and dynamic partnerships.

Our Values:
- Integrity - Our word is our bond, our most vital and trusted product, and proof of our high ethical and moral standards. Do the right thing, always, and take seriously the responsibility of leading the ag industry.
- Trust - We earn it through the consistent integrity of our actions - with co-workers, customers, suppliers, partners and community. Do what you say you do to inspire the meaningful, long-lasting relationships critical to our success.
- Respect - We believe in the inherent worth of all people, demonstrating high regard for our unique backgrounds, viewpoints, skills and talents. Measure it by how we treat each other, by the contributions that flow from our diversity, and by a job well done.
- High Performance - We focus our efforts where we passionately believe we can be the best. Drive yourself to delivering high quality work, products and services - enriched by open, dynamic feedback and accountable for our successes and failures.

Our Promise to Our Customers:To invest ourselves 100% in the success of the North American agricultural industry and to con

@Karen - i agree, this would be applicable to vendor managed inventory as well- if you have a relationship that you're suppliers/distributors keep on-hand parts/materials specific to your business on your behalf, and either a large project or potentially unexpected event occurs that requires you to deplete that on-hand inventory, you risk other areas of your business that would require those materials as well.  Maintenance parts and materials are typically vendor-managed for our organization.  With ~100 branches using the same supplier/distributor for parts - they manage the inventory based on historical trends and data from the maintenance department.  i have seen that a large Capital project demands a large amount of the stock, and requested from another department other than maintenance to the supplier can quickly cause supply challenges - especially with large components that can have up to 20 week lead time.  
These events can be mitigated by demand planning and forecasting.  Having an understanding of upcoming maintenance events, proper preventative maintenance, and having an understanding of what your critical spare parts are, and their lead time, can reduce the amount of unplanned purchasing.

@Karen S

I believe that our organizations are similar, leveraging size, and spending amounts to lower costs.

we are also a diverse organization in agriculture, which resides under a global parent company.  This would be a core competency as well.  This allows us to be in position in global vendor agreements, leveraging purchasing not only within our own organization, but the parent organization as well.  We have the opportunity to "piggy back" as needed to our benefit, but also are free to negotiate and develop agreements on our own.

The diversity of markets that we are involved in, is also beneficial, and throughout the Covid-19 events, has proven to be true.  The benefit of being in relationships in various industries led us to be in good positions for needed supplies and materials.  An area of vendor managed inventory for critical spare parts ensured that we were prepared for logistical and availability challenges that arised, as well as time savings for sourcing.

I agree with you, that the benefits to these competencies are extremely valuable.

Good Afternoon

I made my first attempt to a supply chain map for this particular exercise, and many thoughts went to how an organizations various processes (or developed process flows) are built to suit and support an organization's supply chain, therefore supply chain map.  Therefore, it is important to understand the difference between each "map", but also important to understand the relationship between an organization's process flow maps and their supply chain maps

Processes, or process flow maps, are developed to define procedures and steps within an organization's processes to define the who, what, when, where, and how those particular processes can be adhered to.  

Supply chain map, shows the path supplies and materials take from raw materials to manufacturers to consumers and beyond. It provides a quick visual overview of the flow of merchandise through a particular industry and the various companies/resources affected and involved.  The overview also indicates risks, bottlenecks, and opportunities.

Many process flows can be developed within an organization's supply chain map, to outline the procedures to support the supply chain itself internally.

thank you
Angela