Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

Freshwater is a vital resource for humans and ecosystems but is scarce in many regions around the world. Organizations measure and manage direct water use at their premises but usually neglect the indirect water use associated with global supply chains – even though the latter can be higher by several orders of magnitude. As of 2015, there was no standardized life-cycle-based approach for analysing the water consumption of an organization. Against this background, the BMBF funded research project “Water Footprint for Organizations – Local Measures in Global Supply Chains (WELLE)” has been launched by TU Berlin, Evonik, German Copper Institute, Neoperl, thinkstep and Volkswagen. The project aims to support organizations in determining their complete Organizational Water Footprint, identifying local hotspots in global supply chains and taking action to reduce their water use and mitigate water stress at critical basins. Within the WELLE project a method for analysing an Organizational Water Footprint has been developed, which analyses an organization’s water use and resulting local impacts throughout its entire value chain. In other words, the Organizational Water Footprint considers not only the direct water use at production facilities, but also the water used indirectly for energy generation and raw material production (upstream in the supply chain) as well as water use during the use and end-of-life phases of products (downstream). The Organizational Water Footprint method builds on two environmental assessment frameworks which have been identified as suitable for the purpose of this project: Water Footprint (ISO 14046, 2014 and Organizational Life Cycle Assessment (UNEP 2015). To support stakeholders in conducting Organizational Water Footprint studies, this guidance document was developed, which presents the method in a clear and concise way by illustrating each step with a practical example. By analysing their Water Footprints, organizations can determine water use and resulting local impacts at premises and “beyond the fence” along global supply chains. In this way they can reduce water risks and contribute to a more sustainable use of the world’s limited freshwater resources.

Sustainability --- Pollution control --- water footprint ---  organizational water footprint ---  water use ---  global supply chains --- water footprint ---  organizational water footprint ---  water use ---  global supply chains

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

Freshwater is a vital resource for humans and ecosystems but is scarce in many regions around the world. Organizations measure and manage direct water use at their premises but usually neglect the indirect water use associated with global supply chains – even though the latter can be higher by several orders of magnitude. As of 2015, there was no standardized life-cycle-based approach for analysing the water consumption of an organization. Against this background, the BMBF funded research project “Water Footprint for Organizations – Local Measures in Global Supply Chains (WELLE)” has been launched by TU Berlin, Evonik, German Copper Institute, Neoperl, thinkstep and Volkswagen. The project aims to support organizations in determining their complete Organizational Water Footprint, identifying local hotspots in global supply chains and taking action to reduce their water use and mitigate water stress at critical basins. Within the WELLE project a method for analysing an Organizational Water Footprint has been developed, which analyses an organization’s water use and resulting local impacts throughout its entire value chain. In other words, the Organizational Water Footprint considers not only the direct water use at production facilities, but also the water used indirectly for energy generation and raw material production (upstream in the supply chain) as well as water use during the use and end-of-life phases of products (downstream). The Organizational Water Footprint method builds on two environmental assessment frameworks which have been identified as suitable for the purpose of this project: Water Footprint (ISO 14046, 2014 and Organizational Life Cycle Assessment (UNEP 2015). To support stakeholders in conducting Organizational Water Footprint studies, this guidance document was developed, which presents the method in a clear and concise way by illustrating each step with a practical example. By analysing their Water Footprints, organizations can determine water use and resulting local impacts at premises and “beyond the fence” along global supply chains. In this way they can reduce water risks and contribute to a more sustainable use of the world’s limited freshwater resources.

Sustainability --- Pollution control --- water footprint ---  organizational water footprint ---  water use ---  global supply chains

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

The local economy comes from local producers who sell directly, or through an intermediary actor, their products to the final consumers. Nowadays, people have a growing concern to consume local products. The social economy is emerging from this new trend, brought by social, private and public actors through different partnerships. Furthermore, the benefits of the local consumption are important in terms of economy, environment and health.
The local economy is definitively coming back but questions remain. Are the actors well-supported? In case of partnerships, what are the different possibilities offered to them in order to optimize their business? This study was specifically focuses on the short food supply chain of the city of Liège.
Prior to going deeper through the different opportunities and problems that local actors are facing in the short food supply chain, the first part of this study was dedicated to the definition of key elements; the partnership, the short supply chain and the ecosystem. 
In the second part, the ecosystem of the short food supply chain of Liège was further analysed through key defined actors. This approach was benchmarked against the example of the city of Lyon, in France, which is one of the leading cities in the local market development.
Then, in the third part, as a result of the analysis, several needs were observed in the ecosystem of Liège. Some structures have been already set up but there is room for improvement. Firstly, the communication around the local products or services is not clearly understood by the final consumer. Secondly, there is no local coordination to enable the hosting of citizens’ initiative, the centralization of products and services coming from local actors or the strengthening of partnerships. Thirdly, the farmers and producers, which are now required to be multi-tasking, certainly require support in order to manage their current production with their “new jobs”.
Finally, action possibilities were proposed based on an analysis table in order to encourage the development of the local short supply chain.

Partnership, short food supply chains, ecosystem, levers of action, Liège. --- Sciences économiques & de gestion > Economie sociale

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

Port Business is essential reading for all those with an interest in trade and transportation and the role of ports in the global supply chain. It discusses the various types of ports in existence, identifies the major ports per category, analyzes what the key business drivers are, describes their governance, how they are managed, which trends influence them, and what kind of impact they have on supply chains. Dr. Jürgen Sorgenfrei uses his significant consulting and project development experience within the international ports, shipping, rail & logistics sector, and in global economics, trade, analytics, and forecasting as well as in intermodal hinterland transport to provide this comprehensive overview of port management. The book is a combination of a strong background in principles and practical knowledge and is an indispensable resource for those interested in maritime economics. .

Business logistics. --- Harbors --- Marine terminals --- Management. --- Economic aspects. --- Global trade. --- Maritime economics. --- Maritime supply chains. --- Port industry. --- Port management.

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

Whether you're a chef, baker, distiller, restaurateur, or someone who simply enjoys a good pizza or drink, it's time to come to terms with how climate change is affecting our diverse and interwoven food system. Michael P. Hoffmann, Carrie Koplinka-Loehr and Danielle L. Eiseman offer an eye-opening journey through a complete menu of before-dinner drinks and salads, main courses and sides and coffee and dessert. Along the way they examine the escalating changes occurring to the flavours of spices and teas, the yields of wheat, the vitamins in rice and the price of vanilla.

Food supply --- Climatic changes --- Sustainable living. --- Environmental aspects. --- Social aspects. --- Climate change and food, agriculture and climate change, food security, food choices, food supply chains, food and climate.