Environmental “Quick Scan”
Prompta’s Supplier Diversity Environmental “Quick Scan” is an enabler to help identify “key supplier diversity indicators” and determine a corresponding Need, Requirement, and Opportunity level (L-M-H) for your business. The scan is a useful input in the development of your company’s supplier diversity business case and will help guide your efforts to promote supplier diversity and right-size your level of investment, support and resources.
| Key Indicator | Low-Med-High |
|---|---|
| Board Direction & Make-up, Shareholder Inclinations | Diverse representation at the top? Target of advocates & activist investors? |
| Existing Social Programs | Pursuing Corporate Social Responsibility (CSR) & Diversity and Inclusion (D&I) programs? (e.g. seeking B-Corp, Global Compact membership) |
| Presence in Diverse Markets | Physical operations in advanced, domestic markets with progressive, tolerant, deeply diverse communities? (e.g. major urban centres attracting foreign immigration) |
| Customer Pressures | Significant government-derived revenue, coupled with active social mandates? Sympathetic customer demands? |
| Competitive Threats | Competing aggressively to retain & attract diverse customers or consumers? |
| Source of Talent Pool | Highly-dependent on hiring & retaining minorities? |
| Company Structure | Charitable, not-for-profit, or public organization? |
| Principal Sources of Supply | Inputs for goods & services locally- or foreign-sourced for domestic markets? |
| Publicity | Favourable or unfavourable supplier diversity image or performance? |
| Peer Comparison | Benchmarks available from comparable businesses (esp. analyst reports, research & case studies)? |
Recent Blog Posts
- Gender Pronouns: Are they a fad or here to stay?
- Different Festivities for a Different Time!
- Diversity, Equity, and Inclusion is a Huge Competitive Advantage (Part 7)
- Diversity, Equity and Inclusion – The Transformational Journey is Filled with Potholes (Part 6)
- Diversity, Equity and Inclusion – Culture Transformational Change Is Not an Event (Part 5)