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IT Sustainability Think Tank: How IT and procurement can collaborate for a far more sustainable future

It requires a village to create a credible and robust IT sustainability strategy, usually are not should enterprise leaders be collaborating with to create their organisations green IT goals possible?

Carmen Ene


Published: 10 Aug 2022

In the post-pandemic world, digital transformation just means progress.

Technology underpins every part of a businesss performance how it works and innovates, engages customers, connects using its people and handles its role in society.

Access the proper digital resources is therefore central to businesses capability to thrive and compete. Consequently, technology is not any longer regarded as a costly tool but as a value-generating asset, with investments showing no sign of decreasing, in accordance with Gartner, even while financial burdens soar.

In this landscape, pressure is without a doubt growing on CIOs. They need to go beyond their usual concentrate on operational efficiency and consider factors like sustainability and corporate social responsibility when making their organisations IT strategy.

Chief procurement officers (CPOs) may also be feeling heat. Scope 3 emissions which derive from activities from assets not owned or controlled by the reporting organisation, such as for example its supply chain can take into account a lot more than 70% of a businesss carbon footprint.

Enterprises must think about the environmental weight of these tech and utilize the full force of these purchase capacity to create a positive social and environmental impact via their supply chain. That is essential to mitigate regulatory and reputational exposure.

A significant conundrum for CPOs and CIOs. And something they are able to only solve by working together.

Today, how an organisation procures digital assets can profoundly affect its business outcomes. And savvy procurement and technology executives are favouring alternative, device-as-a-service ownership models within their future-fit digital transformation strategies.

A good example of this doing his thing is Technology Lifecycle Management (TLM), our end-to-end, circular IT service. You start with financing the technology, it offers a secured asset management platform that tracks and monitors the devices during use and ends with refurbishing and giving these things another life. The most important business benefit of TLM is facilitating usage of the most recent tech while making certain e-waste management, repair and reuse are embedded in ITs renewal cycles.

Circular solutions such as this also minimise data security exposure and General Data Protection Regulation (GDPR) non-compliance, because of tracked data sanitisation.

As budgeting, risk management and renewals become predictable, this strategic planning stops firefighting for the CIO and CPO and embeds resilience. When you can measure and arrange for it, it is possible to manage it.

This predictability is gold, especially as CIOs and CPOs cope with supply chain challenges.

Procurement teams will have a tremendous possibility to choose suppliers that embed the circular economy to their operating models. This assists businesses make their operations more sustainable and alleviate the disruption felt through the entire global technology supply chain, as shortages and congestion bring about difficulty accessing IT hardware.

Circular technology services can provide the CIO and CPO the long view and the flexibleness to improve suppliers, make or model to match the existing needs of the business enterprise. And they may also provide supply chain transparency, simplifying the procurement process.

Sustainable profitability is really a team effort. The role of the CPO would be to translate an organisations sustainability strategy into green purchase decisions without losing from cost. The CIO must be sure this responsibility reaches the complete lifecycle, including in-life management and asset disposal, without compromising innovation.

Circular technology lifecycle management solutions certainly are a win-win for both teams, reducing the carbon impact of tech assets while effectively managing risk, minimising supply chain disruption and securing competitive advantage.

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