Manufacturer boosts sustainability scores to improve customer satisfaction
BPI was asked to help a manufacturer improve its sustainability rating with a key customer.
The manufacturer was asked by one of their most important customers to complete a supplier survey using the platform Ecovadis.
The results of the survey conducted in the summer of 2023 was deemed “below average” compared to other companies in the supply base (their competitors). This gap could potentially jeopardize future contracts with this customer.
The project goal was to determine the best data-driven approach on how to improve their score and set a clear target for getting above the minimum threshold based on the specific customer needs. The customer needs didn’t align exactly with the Ecovadis survey scores, so effort was needed to understand what scores will have the most impact for that specific customer.
The DMAIC framework was used to methodically work through this gap in survey results to determine the best actions to achieve the goal.
The exact scoring details and criteria were not provided to the company, so we had to estimate the impact each question would have on the overall score based on general ratings provided. We also had to align with that customer’s specific needs, which were focused more on the climate-related questions.
After a series of cross-functional meetings with leadership and discussions with the customer, a list of questions were identified that would have the largest likely impact on the scores that this customer cared about more than others.
The survey was broken up into 4 categories:
- Environment
- Labor and Human Rights
- Ethics
- Sustainable Procurement
The team looked at the gaps in the scores to identify which scores had the highest potential gain, and evaluated how likely it would be to close that gap. We next identifed the scores with the largest potential gain that were easiest to obtain. For example, some actions were simply to create a document or commit to goals for reduction (easier), while others involved spending capital to upgrade equipment or introduce new product lines (more difficult).
An action plan was developed, prioritized and tracked each week. After six months, the team was ready to resubmit their scores.
The scores improved from 47th percentile to 55th, but fell short of their goal of 60th percentile. It should be noted that other suppliers are improving their scores at the same time, so there was more improvement achieved than was reflected in the percentile score.
The action plan was revised again based on feedback from the customer and another evaluation of the scores was conducted, and a new survey was submitted in late 2025.
The scores improved from 55th percentile to 63rd, achieving their goal of 60th percentile.
In addition to the improved status with their customer, the project has established an improved sustainablity culture in the facility, and created alignment and commitment from the leadership team to continue these efforts in the future.
