ESG · Sustainability · Automotive Supply Chain
ESG case-analysis competition led by KPMG China. We tackled a multinational EV manufacturer’s sustainable supply-chain strategy: upstream critical-minerals risk, clean manufacturing and circularity in midstream, and green logistics & after-use in downstream. We proposed an ISO 14001–anchored EMS rollout, Scope 1/2/3 accounting and LCA templates, supplier ratings and green procurement, and a pragmatic roadmap with governance, KPIs and pilot scenarios.
Leading the team taught me to balance structure with realism. Judges valued clear, auditable mechanics more than buzzwords: “target → lever → data → control → KPI”. Framing ESG as an operating system (EMS + data + incentives) helped translate analysis into a credible sequence of pilots and scale-up—exactly what cross-functional stakeholders can execute under time pressure. We learned that a practical roadmap with governance checkpoints is often more convincing than an ambitious but vague vision. Another key takeaway was how to communicate complexity simply. Turning supply-chain emissions, recycling loops, and procurement incentives into one integrated storyline required discipline: highlight the value drivers, strip jargon, and show measurable impacts. That clarity not only resonated with judges but also helped our team stay aligned under time pressure.