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of those forces I talked about. There’s
a base underlying physical reality to the
planet that isn’t going anywhere; and there’s
the base underlying reality in the shift in perceptions
and demands. Wal-Mart is demanding
this and they’re never going to go away
because their business is better. Their business
is better doing this so it’s not a fad. The
business case is lead or fall behind.
Do most companies realize this?
WINSTON: No. Most people haven’t really
thought about this yet and aren’t realizing
how profound the change that’s coming really
is. It’s going to be a faster and wilder
ride than people realize.
1. You will pay less to have selected maintenance
tasks performed, by getting a
better use of your existing staff; and
2. By keeping more current on the performance
of these maintenance tasks, the
regular work will be more productive.
I expect that you will discover some
resistance to implementing this change,
in yourself and from the people that work
for you, so you will need to monitor performance
closely at fi rst. Change is always
challenging. You will see a difference in
performance quality, productivity and perhaps
in other ways you may not have expected.
Try this change for a month and let
me know what happened, particularly the
surprises.
footprint? Too many companies feel apologetic
that they are making money by going
green. But the guys that are leading in this,
like GE, are all about business growth. They
are not apologetic about making money, and
why should they be? The title of my book is:
Green To Gold. It’s not subtle.
What if you don’t have the clout
of a Wal-Mart. How does the small-tomid-
size company drive sustainability
in their supply chains?
WINSTON: People ask me all the time if
I’m going to write this book again for small
companies, and I think I already did. Costcutting,
pursuing ways to innovate for your
customers, building your brand and attracting
good people aren’t that much different
for small companies than large companies.
The critical difference is that you can’t put
the same kind of pressure on your suppliers
that a big company can. I think industry gatherings
and industry groups are one answer to
that. As a group, you can set a standard so the
playing fi eld is level for everybody.
Or if you can get together with your competitors,
you can demand more from your
supply chain. For instance, there is a paper
working group that includes companies as
varied as Staples and Toyota. They got together
to work on standards for increasing
the amount of certifi ed paper in the supply
chain. None of them is big enough on their
own to move the paper industry, but together
they have clout. I think small companies can
do that as well. They may need to get more
of them together, but it can still be a useful
way to do things.
How much of this is a business
discussion and how much of it is a
political discussion?
WINSTON: There’s certainly politics and
policy all around this, and the politicizing
of the environmental issue has done a
disservice to a lot of people. To be frank,
if you’re not a fan of Al Gore, you might
think that his focus on climate change is
just a liberal thing. That’s unfortunate because
this is about societal and business
realities and it shouldn’t matter who’s saying
it. You know, I have an MBA and I’m
talking about this from a business point of
view. I think we’ll look back some day and
wonder why it was debatable that using less
resources to produce the same good was
just good for business.
APMHC OFFICERS &
DIRECTORS
President, DON BENSON, P.E.
Benson & Associates, Oakland, CA
510/482-3436
Past President, BILL ANGELL
W.M. Angell & Associates, Doylestown, PA
215/345-0735
VP Programs, RICK HEATH
Heath & Associates, Louisville, KY
502/425-2737
VP Membership, STEVE JOHNSON
Johnson Stephens, Atlanta, GA
404/325-3296
Secretary/Treasurer, TIM DELLINGER
Logistics Consultants Inc., York, PA
717/751-0881, ext. 22
Executive Director, TOM MEINERT
Material Handling Industry, Charlotte, NC
704/676-1190
Director, ROBERT B. FOOTLIK, P.E.
Footlik & Associates, Evanston, IL
847/441-5920
Director, ALLEN KAIDEN
Sigman/Kaiden Consultants, Inc., East Northport, NY
631/368-3322
Director, SAL FATEEN, P.E.
　
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