{"id":5063,"date":"2010-10-30T06:31:38","date_gmt":"2010-10-30T13:31:38","guid":{"rendered":"http:\/\/ietransfer.wpengine.com\/?p=5063"},"modified":"2010-10-30T06:31:38","modified_gmt":"2010-10-30T13:31:38","slug":"no-easy-answers-in-monitoring-the-social-impacts-of-a-global-supply-chain","status":"publish","type":"post","link":"https:\/\/inspiredeconomist.com\/articles\/no-easy-answers-in-monitoring-the-social-impacts-of-a-global-supply-chain\/","title":{"rendered":"No Easy Answers in Monitoring the Social Impacts of a Global Supply Chain"},"content":{"rendered":"
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ANN ARBOR, MI — We now enter breakout session two and I am pivoting from social media’s impact on CSR to managing the social aspects of the supply chain.<\/p>\n

The roster:<\/p>\n<\/div>\n

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Bama Athreya, Executive Director, International Labor Rights Forum
\nEric Olson, Senior Vice President, Business for Social Responsibility
\nMonique Oxender, Global Manager, Supply Chain Sustainability, Ford Motor Company
\nRavi Anupindi, Program Director, Master of Supply Chain Management, Ross School of Business, University of Michigan (moderator)<\/p>\n

We had to work\u00a0 in this session. Moderator Ravi Anupindul passed out a case study for us to read prior to the panel beginning. In canonical MBA style, the audience was divided up into four groups, with each group tasked with responding to the case.<\/p>\n

In a nutshell, we looked at the case of Ikea managing child labor risks in its carpeting supplier communities in India and Pakistan in the mid-1990s. The Ikea supply chain executive had just discovered that several of its 2,200 suppliers had violated the firm’s anti-child labor contracts. The executive immediately flew to the factories in question and created a third party monitoring partnership with Rugmark<\/a>, to create an anti-child labor auditing system.<\/p>\n

However, a German media outlet was going forward with an expose on Ikea’s supply management labor abuses. The case asked the following:<\/p>\n