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08.02.2023

6 out of 10 consumers pay attention to sustainability criteria when shopping

ESG aspects are most important to consumers when it comes to food and clothing. Young people in particular demand information and transparency: sustainability labels, certifications and reports ensure trust. For retailers and manufacturers, sustainability is becoming a must.

Under what conditions are the cows kept whose milk I drink? Does the manufacturer of my new T-shirt tolerate child labor? Does the retailer I trust deal fairly with employees and business partners? The majority of Germans ask themselves questions like these before making a purchasing decision. When shopping, 59 percent of consumers always or at least frequently pay attention to the ecological, economic or social sustainability of retailers and manufacturers. Among those under 35, the figure is even hugher with two-thirds, and among those over 55, one in two. These are the findings of a representative survey of 1,000 people in Germany commissioned by the auditing and consulting firm PwC Germany.

ESG aspects are most important to consumers when it comes to food and clothing. Young people in particular demand information and transparency: sustainability labels, certifications and reports ensure trust. For retailers and manufacturers, sustainability is becoming a must.

Under what conditions are the cows kept whose milk I drink? Does the manufacturer of my new T-shirt tolerate child labor? Does the retailer I trust deal fairly with employees and business partners? The majority of Germans ask themselves questions like these before making a purchasing decision. When shopping, 59 percent of consumers always or at least frequently pay attention to the ecological, economic or social sustainability of retailers and manufacturers. Among those under 35, the figure is even hugher with two-thirds, and among those over 55, one in two. These are the findings of a representative survey of 1,000 people in Germany commissioned by the auditing and consulting firm PwC Germany.

Sustainability is no longer a question of "if", but "how".
"Sustainability has become mainstream in recent years. For companies, paying attention to sustainability in their supply chains has already become a must," comments Dr. Christian Wulff. The Head of Retail and Consumer Goods at PwC Germany is convinced that companies will already have to give good reasons in the near future if they do not pay attention to the environment, social aspects and good corporate governance when producing a product. "The issue of sustainability is therefore no longer a question of whether, but of how," the retail expert continues.

Sustainability includes various aspects in the three areas of environment, social and sustainable governance (ESG). In the case of environmental sustainability, the focus is on issues relating to animal welfare - such as the conditions in which animals are kept or animal testing - and the use of recyclable materials. 40 percent of Germans would like to be informed about this before making a purchase. In the social sphere, the majority of respondents would like to know whether retailers and manufacturers comply with human rights (58 percent) - for example, whether they tolerate forced or child labor in their value chains. In terms of governance, one in two respondents would like to know about supply chains and be able to trace products before making a purchase.

Sustainability is particularly important for food
How closely consumers look at sustainability also depends on the product: For example, sustainability is particularly important to them when it comes to food. 81 percent of Germans pay attention to at least one of the three ESG criteria when buying food, i.e. environment, social issues or good corporate governance. But these criteria are also relevant when buying textiles: As many as 63 percent say they look at how sustainably the item was produced when buying clothing or shoes. While environmental aspects play the biggest role for food (62 percent), consumers are paying more attention to social aspects for clothing, shoes and accessories (52 percent).

Almost every second person has recently switched to sustainable products
The growing importance of ESG aspects in the purchasing behavior of German consumers is also evidenced by the shifts toward buying sustainable products. The trend toward sustainable products is clearest in the case of food: 45 percent of respondents state that they have consciously switched to more sustainable products within the past two years. By contrast, only 17 percent admit to switching (back) to less sustainable products, with one in three stating a lack of financial resources as the reason.

For just under half of those surveyed, a possible switch to more sustainable products would be supported by better availability in stationary retail. Legal regulations are also seen as helpful, both in terms of product labeling (38 percent) and for the production process (37 percent). More eye-catching product placement in stores would also help (37 percent).

Young people in particular demand transparency and education
Consumers' need for transparency in ESG matters is significant: According to the survey, almost three quarters of Germans obtain information about environmental sustainability issues at least occasionally. Two-thirds research aspects of social sustainability. A good half regularly find out about sustainable corporate governance.

Age has a major influence on how intensively people deal with the issue: While 80 percent of 16- to 24-year-olds find out about the environmental aspects of a product before buying it, only 59 percent of those over 65 do. "Younger people in particular are actively informing themselves and demanding transparency around ESG criteria," sums up Christian Wulff.

Consumers want information on packaging and online
To meet this need for information, the PwC expert advises manufacturers and retailers to provide detailed information about ESG aspects of products, especially online. "Keeping the associated, significantly increasing flood of data up to date at all times is increasingly becoming a challenge for companies that can only be solved by significant investments in new technologies."

Consumers agree on what companies can do to lend more credibility to their sustainability activities: A solid two-thirds consider recognized sustainability labels, certifications or independently audited sustainability reports to be suitable for credibly communicating activities in terms of ESG. "The results of our survey show that labels and independent certifications are very important in gaining the trust of customers. It is therefore worthwhile to have ESG measures confirmed by external organizations," says Christian Wulff.

Retailers and manufacturers should focus on transparency
"Manufacturers and retailers are faced with the task of ensuring a high level of transparency with regard to the sustainability of their products. This calls for honesty, but also creativity: In the case of fashion, for example, it is conceivable to trace the individual stages of the supply chain in detail and to show the costs incurred in the process. In this way, consumers can understand exactly how a price comes about," concludes Christian Wulff.

Source:

PwC / Textination

Photo: Pixabay
12.04.2022

Disrupted supply chains: Only nearshoring and digital technologies will help in the long term

  • McKinsey survey: Globally, more than 90 percent of supply chain managers are investing in the resilience of their supply chains during the Corona crisis.
  • But more often than not, they are simply increasing inventories instead of focusing on long-term effective measures such as regionalization of suppliers.
  • Only the healthcare industry has consistently relied on nearshoring and regionalization of suppliers so far.

Supply chain managers worldwide are under pressure: More than 90 percent invested during the Corona crisis to make their supply chains more resilient to external disruptions. More often than planned, however, supply chain managers resorted to the ad hoc measure of simply increasing inventories. And less often than planned, they also relied on long-term effects by regionalizing their supply base.

  • McKinsey survey: Globally, more than 90 percent of supply chain managers are investing in the resilience of their supply chains during the Corona crisis.
  • But more often than not, they are simply increasing inventories instead of focusing on long-term effective measures such as regionalization of suppliers.
  • Only the healthcare industry has consistently relied on nearshoring and regionalization of suppliers so far.

Supply chain managers worldwide are under pressure: More than 90 percent invested during the Corona crisis to make their supply chains more resilient to external disruptions. More often than planned, however, supply chain managers resorted to the ad hoc measure of simply increasing inventories. And less often than planned, they also relied on long-term effects by regionalizing their supply base. These are the key findings of a comparative study for which management consultants McKinsey & Company surveyed more than 70 supply chain managers from leading companies worldwide - for the first time in 2020 and again this year. Further results: Digital technologies are used much more frequently today than at the beginning of the pandemic, for example real-time monitoring or analytics based on artificial intelligence (AI).

The survey also quantifies the striking shortage of IT specialists in the area of supply management: in 2021, only one percent of the companies surveyed had enough IT specialists. "In the wake of the digitalization push, the need for IT skills is becoming even more of a bottleneck than it already has been," reports Vera Trautwein, McKinsey expert for supply chain management and co-author of the study. "As a result, the scope for action is also decreasing dramatically." In 2020, ten percent of the supply chain managers surveyed still had access to sufficient experts with the relevant IT know-how in their departments. How did the supply chain managers act during the crisis? Almost all respondents (92 percent) have invested in the resilience of their supply chains, and 80 percent have also invested in digital supply chain technologies. But while 40 percent of the 2020 respondents in McKinsey's first "Supply Chain Pulse" had still planned nearshoring and expanding their supplier base, only 15 percent ultimately put this into action. Instead, significantly more managers than expected - 42 percent versus 27 percent - expanded their inventories.

The 2020/21 comparative study also shows that supply chain managers have acted very differently in the crisis, depending on the industry. Healthcare can be considered a pioneer in the regionalization of the supply chain: 60 percent of the respondents in the industry have actually concentrated procurement, production and sales in a region such as Europe or North America, which they have also announced. In 2020, 33 percent of companies in the automotive, aerospace and defense industries had also announced this. However, according to their own figures, only 22 percent actually did so. This was despite the fact that more than three quarters of supply chain managers had given this measure priority. The chemicals and raw materials sectors made the fewest changes to their supply chains.

After the crisis is before the crisis
Over the years, supply chains have evolved into a high-frequency sensitive organism. Consistently globalized, optimized to fluctuations in consumer demand and with as little inventory as possible to cut costs. "This strategy has left companies vulnerable," notes McKinsey partner Knut Alicke. "And during the crisis, measures were taken that were more effective in the short term." As a result, supply chains are not yet resilient enough to prevent future disruptions. "For companies, nearshoring of suppliers remains a key factor in increasing their crisis resilience in the medium to long term." In addition, however, he said, the expansion and use of digital technologies are the key factors for resilient supply chains.

The pressure to act is great: Massive supply chain disruptions occur on average every 3.7 years and disrupt supply chains for at least one month. This was the conclusion of another McKinsey study on supply chains entitled "Risk, resilience, and rebalancing in global value chains" back in 2020.

Source:

McKinsey & Company [Düsseldorf, Germany]