One thing that I find frustrating is the idea that sustainability is a fourth pillar of supply chain management – something distinct and separate from price and quality and delivery. This view shortchanges sustainability, since sustainability is very much encompassed within all three realms. We need to take a more holistic view.
Think of it another way: enhanced health and safety leads to better quality; greater productivity and lower turnover lead to better prices.
Where supply chain issues are concerned, it's easy to simply equate sustainability to working conditions. That's why we've been emphasizing more of the environment and community impact issues and we have added them to our human rights code. What we're trying to do at Ford is reflect the true definition of sustainability – one that touches on environmental and economic, as well as societal, concerns. We should not allow others to define sustainability for us.
Even though we have gone through one of the most trying financial periods in Ford's 103-year history, my leadership's commitment to sustainability and the work we are doing has been unwavering. We must, of course, work within the realistic realm of financial constraints, but I have never felt there was going to be any withdrawal of support on the issues.
Ford can play a big part in the solution, but no one automaker or government or NGO can be effective alone. We need a cross-stakeholder approach to figure out viable solutions to human rights, climate change, fuel economy and energy security. Industry-wide, we need common messages and common approaches to be more effective. And we need to develop a common platform upon which it will all be based.
The challenge truly is an economic one. If we do not get our act together here, we're not going to be around to have any significant impact on the environmental and social problems. And, frankly, if we don't pull off the economic part, there will be negative environmental and social impacts.
If you asked me seven years ago if I would be doing what I'm doing today, I would have said no. I really had no idea what sustainability or corporate responsibility even were. Now I can't imagine myself doing anything else. 
Ian Olson
Ford Motor Company, Purchasing
Global Manager for Supply Chain Sustainability
