Greening Supply Chains

Report on Activities and Results

Commission for Environmental Cooperation

March 2008
This report was prepared for the Secretariat of the CEC by Bernhardus van Hoff, principal consultant and 

trainer of the Greening the Supply Chains Program during its second phase. The information and views 

contained herein are the responsibility of the author and do not necessarily reflect the views of the CEC, or 

the governments of Canada, Mexico or the United States of America.

Reproduction of this document in whole or in part and in any form for educational or nonprofit purposes may 

be made without special permission from the CEC Secretariat, provided acknowledgment of the source is 

made. The CEC would appreciate receiving a copy of any publication or material that uses this document as 

a source.

Commission for Environmental Cooperation

393, rue St-Jacques Ouest, Bureau 200

Montréal (Québec) Canada H2Y 1N9

info@cec.org - www.cec.org

© Commission for Environmental Cooperation, 2008

Una versión completa está disponible en español

Un résumé est disponible en français

Publication details

Publication type: Background paper

Publication Date: March 2008

Review and quality assurance procedures:

 Internal review: July-August 2007

 Party review: October-December 2008
Contents

Executive Summary.......................................................................................... 5

Introduction .................................................................................................... 6

Program.......................................................................................................... 7

Background.................................................................................................................................................... 7

Program objectives ....................................................................................................................................... 8

Program stages and activities...................................................................................................................... 9

Methodology ................................................................................................................................................ 10

Program stages and results............................................................................. 13

Stage 1 Call for participation and commitments from participating companies.................................. 13

Changes made since 2005.......................................................................................................................... 14

Stage 2 Strengthening capacities and development of projects ........................................................... 14

Changes made since 2005.......................................................................................................................... 16

Results ......................................................................................................... 17

Economic and environmental benefits...................................................................................................... 17

Strengthening capacities............................................................................................................................ 19

Assimilation of cooperation-based mechanism....................................................................................... 19

Final notes .................................................................................................... 20
Acronyms

CEC Commission for Environmental Cooperation

Cespedes Center of Private Sector Studies for Sustainable Development (Centro de Estudios 

del Sector Privado para el Desarrollo Sustentable)

CO2 Carbon dioxide

Conae National Commission for Energy Savings (Comisión Nacional para el Ahorro de 

Energía)

Concamin Mexico’s Confederation of Industrial Chambers (Confederación de Cámaras 

Industriales de la República Mexicana)

Fiprev Pollution Prevention Fund (Fondo para Proyectos de Prevención de la 

Contaminación)

GEMI Global Environmental Management Initiative

kWh Kilowatt hour

m3 Cubic meter

ODES Organization for Sustainable Business Performance (Organización para el 

Desempeño Empresarial Sostenible)

Profepa Federal Attorney for Environmental Protection (Procuraduría Federal de Protección 

al Ambiente)

SMEs Small and medium-size enterprises

WB World Bank

WEC World Environment Center

Tables

Table 1 Supplying companies and major industries participating in program ............................................... 15

Illustrations

Illustration 1 Page from program's web site................................................................................................... 12
5

Executive Summary

The Commission for Environmental Cooperation (CEC) has obtained significant results from the first stage of 

the Greening Supply Chains project, which is designed to test an effective, replicable cooperation-based 

mechanism for promoting pollution prevention in small and medium-size enterprises (SMEs) that supply major 

companies. This effort is in response to guidelines from the Puebla Declaration, in which the CEC Council of 

Ministers instructed its Secretariat to work on building capacities for comprehensive environmental 

management, with emphasis in Mexico, and to carry out its activities more closely with the private sector. The 

intention is to address the priorities established by the Federal Attorney for Environmental Protection (Profepa) 

with regard to its Environmental Auditing program. The Greening Supply Chains project is based on a scheme 

of cooperation with the GEMI-Mexico Initiative and the support of a number of major companies (most of which 

are also associated with the GEMI initiative) and their supplier chains, plus important collaboration from the 

Querétaro state government.

In all, 65 supplying companies and six of their clients have developed projects through their participation in this 

program, during the course of the two stages carried out thus far between August 2005 and December 2006. 

According to reports from these companies, they anticipate an accumulated savings of P$40,018,697 per year, 

as well as an annual savings of 70,982 m3 of water, 599 tonnes of paper and cardboard, and 78 tonnes of 

plastics. It is also anticipated that the projects will prevent the generation of 14 tonnes of hazardous wastes and 

the emission of 32.4 m3 of solvents each year, and that the energy saved will signify that approximately 2,299.1 

tonnes of carbon dioxide (CO2) will not be produced.

The program design combines the best practices learned from prior experiences with mechanisms for training, 

technical assistance, implementation and financing, oriented toward promoting competitiveness through 

pollution prevention in productive chains. The initial results not only indicate economic and environmental 

benefits, but also demonstrate the program’s effectiveness in building capacities in companies and costeffectiveness in achieving the proposed objectives, as well as the acceptance of the program on the part of 

large companies and their suppliers.

The results obtained thus far indicate it is worth continuing the program and it is important to take advantage of 

the lessons learned to improve it. To date, there seems to be a certain contagion among participating 

companies and within Mexico’s business sector, sparking interest in learning and applying the methodology. A 

potential exists to expand the scope of the project, to involve more industrial sectors, while seeking cooperation 

with other programs aimed at improving the environmental performance of supplier chains in North America.

Moreover, a possibility exists to expand collaboration with the Ministry of the Economy through the SME Fund

in order to enhance the program’s replication, as well as provide institutional backing at the national level, to 

ensure program continuity..
6

Introduction

The purpose of this report is to document and analyze the advances made in the Greening Supply Chains 

program, promoted by the North American Commission for Environmental Cooperation (CEC), in collaboration 

with the GEMI initiative and the Queretaro state government. The program is aimed at improving the 

environmental and competitive performance of small and medium-size enterprises (SMEs), by strengthening 

their capacities for developing pollution prevention programs with a philosophy of ongoing improvement. The 

program anticipates that enterprises participating in the program form part of the supply chains for major 

companies operating in Mexico.

The CEC is seeking to develop a new, replicable mechanism for promoting pollution prevention in SMEs that 

supply large companies, as part of its work to promote cooperation in protecting and improving the 

environment, in the context of increasing economic and trade links in the North American region. This effort 

responds to the guidelines in the Puebla Declaration, in which the CEC Council of Ministers instructed its 

Secretariat to focus on building capacities for comprehensive environmental management, with an emphasis in 

Mexico, as well as to work more closely with the private sector. The program also seeks to make use of other 

CEC initiatives in the area of pollution prevention that have demonstrated success, such as the Pollution 

Prevention Fund (Fondo para Proyectos de Prevención de la Contaminación—Fiprev), which offers financing 

to small enterprises.

Pollution prevention or eco-efficiency offers an alternative for confronting the challenges of competitiveness 

among companies, through the simultaneous improvement of efficiency in both production and environmental 

protection. In this case, the focus is on carefully reviewing companies’ operational and administrative 

processes and activities with the aim of identifying solutions for the excessive and unnecessary use of raw 

materials and energy. Such use translates into the generation of polluting wastes and emissions that result 

from the inefficient operation of a production plant. The goal is to use less energy and materials, through the 

way inputs are used in processes, and through the management, treatment and disposal of wastes and 

emissions. The implementation of a pollution prevention focus introduces companies to the philosophy and 

principles of ongoing improvement. Whether or not implementation takes place depends primarily on whether 

company directors and technicians recognize the value of a preventative focus for achieving competitiveness, 

and whether they prove themselves to be capable of identifying and carrying out projects that respond to the 

particular context for their companies.

The report presents the proposal and results from a program designed to encourage the adaptation of the ecoefficiency strategies in Mexican SMEs through the development of capacities, abilities and competencies in 

companies, and the development and implementation of pollution prevention projects. It presents and analyzes

the results obtained in the second stage of the program, carried out during the period between September 

2006 and January 2007. Participating during this stage were 52 companies belonging to four supply chains for 

major companies in Mexico.
7

This report begins with a brief description of the program, including the principles and concepts that form the 

basis for its design, objectives, components and methodology. It then presents the results obtained in terms of 

economic and environmental benefits identified in the projects developed by participating companies, as well 

as the effectiveness of the transfer of capacities to these companies and the assimilation of the cooperation 

mechanism by the major companies involved. Finally, it concludes with some notes and possible areas for 

improvement based on the experience obtained through the implementation of the program’s second stage.

Program

Background

Since 1995, CEC has worked through various projects to encourage the introduction of measures to prevent 

pollution in North America. These projects include a diagnostic assessment of the status of pollution prevention 

activities in the region, as well as case studies to demonstrate the advantages of these initiatives, support for 

the dissemination of information regarding pollution prevention, and the creation of sources of financing for this 

type of project. These efforts have been directed primarily at small and medium-size enterprises, which make 

up the majority of Mexico’s productive sector and which, in addition, confront a series of barriers to improving 

their competitiveness and their environmental performance.

The experiences obtained in the projects carried out have indicated that many of the small and medium-size 

enterprises, including those supplying products and services to larger enterprises, lack the technical 

experience and informational and financial resources necessary for achieving efficient production with 

adequate environmental performance. In this context capacity building for environmental management in the 

private sector has been an aspect not yet assigned the importance it deserves, especially in small and 

medium-size enterprises in Mexico.

Among the primary barriers to the implementation of pollution prevention projects are the following: i) the lack 

of commitment and confidence on the part of management in SMEs; ii) the companies’ limited appropriation of 

concepts and tools that facilitate the implementation of pollution prevention projects and optimize productive 

processes; and iii) the limited scope and effectiveness of current programs and mechanisms involved in the 

promotion of pollution prevention in SMEs and the corresponding technical assistance.

In the interest of overcoming these barriers, the CEC is using this program to test a new, replicable mechanism 

for promoting pollution prevention in SMEs that supply large companies. The design of this mechanism 

combines the best practices learned in previous experiences with mechanisms for training, technical 

assistance, implementation and financing, aimed at promoting competitiveness through eco-efficiency in 

productive chains. Some of these experiences include the World Environment Center (WEC) in Mexico and 
8

other countries, the eco-efficiency program of the Organization for Sustainable Business Performance 

(Organización para el Desempeño Empresarial Sostenible—ODES), the GEMI-Mexico Suppliers Program and 

the Pollution Prevention Fund (Fondo para Proyectos de Prevención de la Contaminación—Fiprev) in Mexico. 

The following principles were taken into consideration in the mechanism’s design: 

• Voluntary participation. A basic element of this mechanism is that companies decide whether or not to 

take advantage of it, and their decision is dependent on whether or not they place value on what the 

mechanism can offer in improving their productivity and competitiveness. Thus, the mechanism offers 

environmental authorities a complementary alternative to schemes based on requirements and control. 

• Client-supplier cooperation. The mechanism seeks to promote a closer relationship between the client 

and its suppliers, based on better communication and shared knowledge. 

• Company competitiveness. The essence of the program is to improve the competitiveness of 

companies and productive chains through pollution prevention projects. 

• Improved environmental performance. The mechanism promotes pollution prevention programs that 

facilitate compliance with current environmental legislation, stimulate environmental performance that 

surpasses legislated norms, and offer a competitive advantage to companies.

• Capacity building. The mechanism generates companies’ appropriation of concepts and tools, making 

it possible to use pollution prevention as a strategy for ongoing improvement.

• Measurable changes. The projects implemented as a result of the program are designed to produce 

measurable results that are comparable over time, in terms of the economic and environmental 

benefits obtained.

Program objectives

The overall goal for the program is to:

Improve the environmental performance of small and medium-size enterprises (SMEs) that supply large 

companies, through a proven mechanism for business environmental management, with an emphasis on 

pollution prevention.

The specific objectives are to: 

 Strengthen the technical and financial capacities of SMEs that supply large industries, for developing 

projects that will improve their environmental and economic performance.

 Test a new, replicable mechanism for promoting pollution prevention in SMEs that supply large 

companies.
9

 Promote compliance with environmental standards and facilitate the environmental certification process 

at both federal and state levels.

Program stages and activities

The program is divided into three stages: i) the call for participation by companies, ii) strengthening of 

capacities and development of projects, and iii) follow-up on projects. The first two stages were carried out 

between July and December 2006, and the third stage is currently in process.

Stage 1: Call for participation and commitments from participating companies

Entities involved in the program have included industrial associations such as Mexico’s Confederation of 

Industrial Chambers (Confederación de Cámaras Industriales de la República Mexicana—Concamin), the 

Center of Private Sector Studies for Sustainable Development (Centro de Estudios del Sector Privado para el 

Desarrollo Sustentable—Cespedes) and the GEMI-Mexico Initiative, which facilitated the presentation of this 

project to various large companies and the invitation for them to participate. Also participating at this stage 

were the Federal Attorney for Environmental Protection (Procuraduría Federal de Protección al Ambiente 

Procuraduría Federal de Protección al Ambiente—Profepa), and Querétaro’s Department of Sustainable 

Development, which facilitated the participation of one of the large companies and its suppliers operating in the 

state.

Criteria for selecting suppliers were agreed upon, and a scheme for inviting suppliers to participate was 

developed. Among the criteria used for selecting suppliers were the following: the duration of the relationship 

between supplier and client (at least two years), a commitment from company management to participate in the 

program, willingness to invest time and resources in projects, geographic location, and the current potential for 

change in the enterprises (dynamic enterprises). In addition efforts were made in this second stage to involve 

companies with more than 25 employees; not all the companies involved have this number of employees.

The environment and purchasing departments of participating large companies organized the meetings for 

introducing the program and held them at their own facilities. Leading business owners who participated 

successfully in the first stage attended the meetings and offered their comments on the program. The Greening 

Supply Chains program began its formal activities in August 2006 with participation by 52 enterprises, which 

are suppliers for Colgate-Palmolive, Bristol-Myers Squibb, JUMEX and SIKA Mexicana.

Stage 2: Strengthening capacities and development of projects
10

The focus for this stage was for representatives of supplying companies to appropriate the concepts, 

methodology and tools for developing eco-efficiency projects in their productive processes, and also to facilitate 

their implementation by providing motivation. To this end processes were initiated in training and project 

development with companies in four supply chains (three in Mexico City, and one in the city of Querétaro).

The training for each group consisted of two eight-hour workshops, plus eight meetings for group work, held 

once every two weeks and lasting between three and four hours each. In addition specialized technical 

consultants made at least one technical field visit to each participating company. Addressed in this process 

were aspects of eco-efficiency as a strategy for company competitiveness; eco-efficiency tools (such as 

ecomaps, ecobalances, inefficiency costs, and best practices in the use of energy, water, raw materials, waste 

management) and clean technologies. In addition to CEC consultants, also participating were representatives 

from the National Commission for Energy Savings (Comisión Nacional para el Ahorro de Energía—Conae) and 

from the environment and purchasing departments of large companies.

Stage 3: Follow-up and ongoing improvement

The activities carried out in this stage were designed to assist the implementation of projects in the companies 

and evaluate the results obtained. With the assistance of telephone follow-up and work meetings, the finished 

projects of participating companies were reviewed, with discussion on some aspects of their implementation, 

the quantification of benefits (economic and environmental) and the potential for lending continuity to these 

actions for the future.

The information generated by companies during the project development process has been systematized and 

documented in order to facilitate its consultation and analysis, as well as to better communicate program 

results.

Methodology

Preventative focus

In order to promote improved environmental performance and greater competitiveness in companies, the 

program identifies the strategy of pollution prevention as a guiding focus around which activities revolve. This 

comprehensive, prevention-oriented strategy is applicable to productive processes, products and services, and 

its objective is to reduce costs, encourage innovations and reduce risks for humans and the environment.

In the process of developing projects with a pollution prevention focus, analyzing “inefficiency costs” is a 

fundamental tool for identifying opportunities for improvement. This concept of “inefficiency costs” is based on 

the fact that in most cases pollution caused by companies stems from inadequate management of raw 

materials, energy, water, additives, by-products and wastes. This generates unnecessary expenditures that 

translate into losses for the company, specifically through waste management, payment of fines or charges, 
11

contingency-related expenses, excessive use of raw materials and energy, and payment for extra hours 

worked, to name some examples.

A comprehensive evaluation of the inefficiency costs assumed by a company makes it possible to directly 

visualize the cost-effective opportunities for optimizing operational processes and preventing pollution.

Learning by doing and networking

As already mentioned, the methodology used in the program combines the best practices tested in 

mechanisms for training and technical assistance, as well as for the creation of business groups and company 

networks.

The purpose of the mechanism used in the program is for professionals in participating companies to develop 

their own projects applicable in their own facilities, through a system of group-based technical assistance. 

Experts offer guidance to participants in applying pollution prevention tools in their own companies. This 

facilitates the transfer of knowledge, while at the same time participants practice using the tools in real-life 

situations (learning by doing). Advances are presented periodically in group meetings in which feedback is 

obtained, on the basis of the experiences of participants in the group. The program requires each person’s 

participation for 100 hours, divided into ten work sessions. Also required are seven hours of work between 

each session and the next one, for applying tools and developing projects.

To facilitate participants’ work and the development of their projects, a work manual is offered for their use, 

plus they have access to a web site in which information may be found regarding different aspects addressed 

in the program. There are links to other sources of information, self-evaluations, work guides and formats, case 

studies, examples and exercises, as well as a message board for requesting specific information from the 

group. The program’s web page is shown in Illustration 1.
12

Illustration 1 Page from program’s web site

The advantage in the learning by doing methodology over traditional schemes of technical assistance lies in 

the high degree of commitment on the part of participants, both to implementing projects and appropriating 

work tools, as well as to replicating their experiences in improving performance.

Project development by personnel within the company offers clear advantages over using outside consultants 

for this purpose, since access to internal knowledge and information regarding the company is much more 

simple and agile. In addition the man-hour cost is significantly reduced, and this can reduce the cost of 

technical assistance by as much as five times in comparison to traditional technical assistance schemes.

An additional benefit from this methodology is that group-based learning encourages a networking process. 

Participants come from companies engaged in a variety of activities, products and processes, and thus 

feedback from the group makes it possible to draw from valuable, useful experiences in other types of 

companies, and this facilitates project development and generates complementary learning. Group work 

promotes integration and the building of trust among companies, facilitating work in business networks and 

signifying another added value for participants.
13

Program stages and results

The program is divided into three stages: i) the call for participation by companies, ii) strengthening of 

capacities and development of projects, and iii) follow-up on projects. This report will cover activities carried out 

thus far in the two first stages. Also included in this section are changes introduced in relation to the first 

version, based on experience from the past year and for the purpose of making the program more effective and 

efficient.

Stage 1 Call for participation and commitments from participating companies

Involved in this part of the program were industrial associations such as Mexico’s Concamin, Cespedes and 

the GEMI-Mexico Initiative, which facilitated the presentation of this project to various large companies and the 

invitation for them to participate. Also participating at this stage were Profepa, and Querétaro’s Department of 

Sustainable Development, which facilitated the participation of another company in Querétaro.

As a result, the following companies are currently participating in the program:

• Bristol-Myers Squibb: a company in the pharmaceutical sector that is dedicated to developing, 

producing, distributing and marketing medicines. At the international level the company has 

approximately 42,000 employees, and annual sales of US$19 billion. In Mexico, Bristol-Myers Squibb 

has two plants dedicated to manufacturing medicines for the regional market. 

• Colgate – Palmolive: a company in the cosmetics sector, operating in more than 200 countries. Its 

main business areas are oral hygiene, personal hygiene and cleaning products. The plant in Mexico 

manufactures soaps and detergents, and has 1,200 employees working in a plant that is 52,000 m2 in 

size. 

• SIKA Mexicana: a subsidiary company with the Sika Group, a world leader in developing and 

marketing chemical products for construction and industry. The Sika Group has subsidiaries in 70 

countries, and approximately 10,000 employees around the world. It is dedicated to producing 

products and developing new technologies for sealing, bonding, damping and protecting in the 

construction and industry sectors. 

• JUMEX: a Mexican company operating in Mexico, the United States and Central America, and 

dedicated to fruit beverage processing. It has seven production plants in Mexico and approximately 

2,500 employees.
14

Criteria for selecting suppliers were agreed upon, and a scheme for inviting suppliers to participate was 

developed. Among the criteria used for selecting suppliers were the following: the duration of the relationship 

between supplier and client (at least two years), a commitment from company management to participate in the 

program, willingness to invest time and resources in projects, geographic location, and the current potential for 

change in the enterprises (dynamic enterprises).

The meeting for introducing the program was held on 21 July 2006 at the Bristol-Myers Squibb facilities. 

Attending the meeting were Environment Minister José Luis Luege Tamargo, authorities from Profepa and 

Querétaro’s Department of Sustainable Development, high-level management personnel from participating 

companies and representatives from more than 50 supplying companies.

Changes made since 2005

The project has been adapted according to the experience acquired from its implementation. One change has 

been increased requirements for large companies interested in participating in the program. The intention is to 

seek a greater level of commitment from these companies in order to assure the participation of their suppliers 

and their own personnel. To this end each large company was asked to sign a letter of commitment in which it 

agreed to guarantee:

• Participation by its purchasing department in specific aspects of the program in which its involvement 

is important

• Logistical support for meetings

• A guided visit to the facilities at one of its production plants

• Development of its own project 

Meetings for inviting suppliers to participate were not held this time, and instead suppliers were asked directly 

to participate in the program. This reduced recruitment time considerably.

Stage 2 Strengthening capacities and development of projects

Beginning on 25 July 2006, four training and project development processes were initiated with four sets of 

companies grouped together according to their supply chains. Three of them are in Mexico City, and one is in 

the city of Querétaro. The composition of the groups is as follows:

1. Colgate-Palmolive with 15 of its suppliers

2. Bristol-Myers Squibb with 11 of its suppliers

3. SIKA Mexicana with 11 of its suppliers

4. JUMEX with 15 of its suppliers
15

The participating companies belong to the following sectors: packaging (injection, packaging systems, boxes), 

graphic arts companies, chemical inputs, plastic pieces, transportation, fuel distribution, laboratories, 

manufacture of flavorings and fragrances, and others.

This information is provided in more detail in Table 1.

Table 1 Supplying companies and major industries participating in program

Corporation Supplier Activity Number of 

employees

CRISA (Corporación y Reproductora Industrial) Printing and advertising 85

Elias y Asociados Publicidad Manufacture of promotional offers 20

Estudio S Offset printing 90

Expectaciones Marcadas Manufacture of promotional offers for textiles 12

Grupo Técnico Impresor Manufacture of labels and continuous forms 150

Impresos Florida Printing / Point operating sales 85

Industrial Gomera Rubber pieces 150

Innophos Mexicana Manufacture of phosphates and phosphoric acid 500

Promase (Promociones y Asesorías 

Empresariales) Distribution of chemical products 26

Propysol Manufacture of propellants 57

Tecnología y Asesorías Alimentarias (TAALI) Food products and fragrances 11

Zeller Plastik Manufacture of plastic items 130

Ungerer de México Manufacture of aromatic chemicals, oils, flavorings and 

fragrances 67

Folmex Plastic film, containers and packaging 400

Nalco de México Chemical products for water treatment 90

Mallinckrodt Baker Chemical and reactive products for laboratories 135

Sentido y Significado Offset printing 35

Offset Imprenta Offset printing 360

Industrial Dulcera Mexicana Manufacture of candy 60

Novapack Manufacture of plastic products 350

Plástikos Farma Manufacture of droppers and dispensers 100

Interlabel - Imprenta Azteca Manufacture of labels 80

Deutsche Química Pharmaceutical products and food additives 20

Eurofilter Distribution of water filters and hoses 6

Novaprint Printing and primary packaging material 100

Micrometrix Laboratory for natural and pharmaceutical products 85

Bayer de México Chemical products 1,700

Clariant México Chemical products 7

CNG de México Wooden packaging 15

Envases Industriales Santa Clara Recycling of industrial containers 11

Grupo Industrial del Parque Manufacture of resins 150
16

Grupo PERC Fuel distribution 15

LEDSA Industrial Production of calcium carbonate 46

Polímeros Especiales Manufacture of resins 140

Reciclajes Vida Waste management 10

Tecnología Química Ambiental Water treatment 30

Tresguerras Autotransporte de Carga Cargo and package transportation 1,500

Tecnopak Manufacture of packaging 31

Givaudan Manufacture of flavorings and fragrances 20

Empaques de Papel América Manufacture of paper 60

Grupak Semi-kraft paper and corrugated cardboard packaging 600

Empaques de Madera Tizayuca Wooden platforms 50

Industria Plástica Thermal shrink plastic 25

Industrias Ragar Raw materials 35

Coprobamex Production of liquid sugar 35

Alymel Marketing company 15

Artes Impresas EON Offset printing 38

Editorial de Impresos y Revistas General printing – labels 100

Trébol Comercio Internacional Chemical products 20

Grupo Gondi Corrugated cardboard boxes and packaging 350

Comercial Ferbera Distribution of specialized ingredients 25

Plastimex Manufacture of polyethylene 40

The training materials used the previous year have been reviewed, added to and improved, and the same 

process has taken place with the program’s web page (www.cadenasproductivasverdes.org). All participating 

individuals have been given special access to the web page, and they have also received a folder with printed 

materials.

Changes made since 2005

Although the program structure and methodology for capacity building have remained essentially the same as 

in the initial version of the program, some modifications have been made with the aim of improving it:

• Experiences of businesses: involved in the initial meetings were business leaders who participated 

successfully in the first stage of the program. They presented the results attained through their 

participation, and they exchanged experiences with new participants. 

• Materials: (i) texts were reviewed and enhanced; (ii) presentations were reviewed and improved in 

order to make them more effective visually; (iii) new cases and exercises were included; (iv) materials 

have been enhanced in order to include new functions; (v) the time frame for the second workshop 

(unit 3) was modified, with new exercises added and including participation by supplying companies 

that had already used the program methodology. 
17

• Time frame: the total duration of the program (consisting of ten units) was reduced from 20 to 15 

weeks. Specifically, the first five meetings are scheduled once a week (previously they were scheduled 

for every other week), and the following five meetings are scheduled every other week. 

• Methodology: The methodology should be documented to assure its systematization, and in this way 

establish mechanisms for assuring and controlling quality in training and technical assistance activities 

with participating companies. Also, the program’s systematization will facilitate its expansion to make it 

possible to work with a greater number of companies in an effective, efficient way. 

Results

The results obtained reflect the experienced generated with 65 supplying companies for six major companies 

operating in Mexico. Of all the companies initiating the program, twelve left the program for diverse reasons.

Combined program results will be presented for the two program stages, and grouped under three headings: (i) 

economic and environmental benefits from the projects generated by participating companies, (ii) effectiveness 

of the transfer of capacities and the appropriation of concepts and tools, and (iii) assimilation of the 

cooperation-based mechanism on the part of suppliers and major companies.

Economic and environmental benefits

Between September 2005 and March 2006, 24 supplying companies and their four clients developed projects 

that, according to reports by their own suppliers, anticipated an accumulated savings of P$14,445,683 per 

year, plus an annual savings of 15,307 m3 of water, 415 tonnes of paper and cardboard, and 23 tonnes of 

plastics. In addition it was anticipated that the projects would prevent the generation of 12 tonnes of hazardous 

wastes and the emission of 36 m3 of solvents each year, and would bring energy savings of 1.46 million 

kWh/year.

In July 2006 the second stage of the program began, with the goal of expanding the program’s scope and 

serving as an effective mechanism for promoting eco-efficiency as a strategy for optimizing companies. 

Participating in this stage were four large companies and 52 of their supplying companies. Of the latter, 46 

supplying companies developed projects that anticipated an accumulated savings of P$25,573,014 per year, 

as well as a savings of 55,675 m3 of water, 184 tonnes of paper and cardboard, and 5 tonnes of plastics per 

year. In addition it was anticipated that the projects would prevent the emission of 6 m3 of solvents every year, 

and would generate energy savings signifying that approximately 1,341.3 tonnes of carbon dioxide (CO2) would 

not be produced.

All together, considering the two stages of the program carried out thus far between August 2005 and 

December 2006, 65 supplying companies and six of their clients have developed projects through their 
18

participation in this program. According to their own reports, they anticipate an accumulated savings of 

P$40,018,697 per year, as well as a savings of 70,982 m3 of water, 599 tonnes of paper and cardboard, and 78 

tonnes of plastic per year. They also anticipate preventing the generation of 14 tonnes of hazardous wastes 

and the emission of 32.4 m3 of solvents each year, and achieving energy savings signifying that approximately 

2,299.1 tonnes of carbon dioxide (CO2) will not be produced. The factor used for this calculation is from the 

Association of Professionals and Technicians in Energy Application (Asociación de Técnicos y Profesionistas 

en Aplicación Energética—ATPAE) and corresponds to an average for the national electricity system, kWh x 

0.6539 = kg CO2 (www.atpae.org.mx).

The estimated benefits are the result of the projects developed by participating companies. The projects, in 

turn, result from a wide range of preventative alternatives that address different levels of change in companies, 

from the implementation of good operational practices to technological innovation. Good operational practices 

tend to be simple and easy to apply, typically produce immediate savings and can be implemented with 

minimal or no investment.

The implementation of technological improvements in companies involves changes that require major 

investment, but also offer competitive advantages associated with improvements in quality, productivity and 

efficiency. The total investment required by the 121 projects1 developed through the program is P$20,014,784. 

As in the case of benefits, this amount corresponds to the estimates made in the projects developed to date. 

The various prevention-oriented alternatives developed by participating companies include: 

• Use of devices designed for more efficient water consumption; re-using wash water; and the 

installation of technology for more efficient water consumption. 

• Best practices in the efficient use of thermal and electrical energy; replacing lighting systems; and 

technological modernization. 

• Efficient use of raw materials; best practices in operations and production planning; and technological 

innovation. 

• Making use of wastes; re-using wooden platforms; recycling packaging material; best practices in the 

use of contaminated rags and remanufacturing pieces. 

Results demonstrate the effectiveness and efficiency of actions taken by participating companies. The average 

savings projected, amounting to more than a half million pesos per company per year, contribute toward 

improving their competitiveness and that of the productive chain to which they belong. With regard to the 

environmental performance of participating companies, they anticipate important benefits that will assist them 

in complying with applicable standards. In addition to savings in energy and raw materials (wood, paper and 

cardboard, among others), the reductions in emissions and wastes make a significant contribution to improving 

environmental quality.

 1 Since some companies developed more than one project, the 65 companies together designed 114 projects in all. The large 

companies developed seven additional projects.
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Eight companies left the program during the stage in which they were developing their projects, primarily due to 

changes in personnel at their plants that affected those assigned to the program. Nevertheless, it is worth 

highlighting that the number of individuals assigned by companies to participate in the program was gradually 

increased as meetings were held. This reflects the growing interest on the part of companies that remained in 

the capacity-building process, as they became involved in the corresponding activities.

Strengthening capacities

A total of 181 professionals from 65 supplying companies participated in the training program. Typically, two or 

more professionals from different areas of the company participated. To achieve the transfer of capacities 

through the appropriation of concepts and tools in pollution prevention, the program used the methodology of 

“learning by doing.” In this methodology, participants from companies develop their own projects and generate 

“know-how” through this experience. After completing the training sessions and group meetings, most 

participants considered themselves to be capable of developing new pollution prevention projects in their 

companies. Nearly all participants stated that the knowledge they obtained in the program was useful in their 

professional work, and they expressed confidence that they and the company where they were working would 

continue to develop pollution prevention projects. Concretely, the results obtained from the second stage 

illustrate the same tendencies as the results obtained by companies in the first stage.

Assimilation of cooperation-based mechanism

In terms of the assimilation of the cooperation-based mechanism, interesting prospects became apparent in the 

second stage of the program. First of all, the call for participation by large companies was coordinated, just as 

in the first stage, together with GEMI-Mexico and Querétaro’s Department of Sustainable Development. When 

the results from the first stage were disseminated, various multinational companies became interested in 

participating in the program. Three of the companies that participated in the first stage (Colgate-Palmolive, 

Bristol-Myers Squibb and Electrónica Clarion) expressed their interest in “repeating” the program with a new 

group of suppliers. As a result of this significant interest, a “coupon” was implemented to facilitate the definition 

of participating companies.

It is clear that for the two large companies that participated for the second time in the program, their leadership 

role increased considerably during the second stage, with participation by a broad interdisciplinary team of 

professionals from these companies.

In terms of appropriation by SMEs, 100% expressed their interest in continuing to participate in the program. 

When asked to indicate the primarily reasons for wishing to continue, they stated that in addition to the direct 
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benefits obtained through project development, the interaction with other supplying companies and other 

sectors represents a significant added value for them. This same tendency was also evident in the evaluation 

surveys given in the first stage.

Final notes

1. The proposed goal of working with 40 supplying companies was surpassed by a significant margin. 

The large companies that participated during the first stage of the program (Colgate-Palmolive and 

Bristol-Myers Squibb) have demonstrated a greater capacity for sparking interest in others to 

participate in the program and a greater commitment to achieve program objectives. The large 

companies joining the program for the first time (JUMEX and SIKA Mexicana) have demonstrated a 

similar great commitment. It is important to emphasize that unlike the previous year, all participating 

companies presented a letter of commitment to CEC before entering the program. 

2. As expected, the interest of participating suppliers was sparked once again, and this has been 

manifested in the active, growing participation of suppliers and large companies in program activities.

3. With essentially the same resources dedicated by CEC in the previous stage, it has been possible to 

serve a significantly greater number of companies, thereby substantially increasing the program’s 

efficiency.

4. The participation by large companies through their work in coordination, the call for participation and 

assistance provided, together with their commitments associated with the participation of their 

suppliers is fundamental to achieving concrete results. 

5. It is recommended that follow-up be provided to the implementation of the projects developed by the 

different companies participating in the first and second stages, in order to evaluate the program’s real 

impacts.

6. Defining more precisely the size of the supplying companies that should be invited to participate in the 

program continues to be an important need. It has been noted that companies with fewer than 25 

workers have greater difficulties in generating eco-efficiency projects that are economically significant 

for them. In addition it is complicated for them to free up the time of their personnel to attend program 

meetings. 

7. It is important to continue to work on preventing the existence of competitors within the working groups 

for the different supplier chains.
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8. Based on the responses from suppliers, it is important to explore the possibility of reducing the process 

time for the program, and this would, at the same time, make the program more efficient.

9. It is important to emphasize the development of eco-efficiency projects that will benefit the clientsupplier, and also the active participation by purchasing departments in large companies, since 

management reports not having improved relations with clients during the course of the program. 

10. There is no doubt that the costs of technical assistance for achieving the objectives proposed in the 

program are lower than those that would be required for other mechanisms. In addition, many of those 

other mechanisms do not encompass the development of capacities in companies.

11. The possibility of facilitating the process of obtaining Profepa’s Clean Industry certification for 

participating companies should be considered.